As a leader you often face intense pressure from perceived expectations from your employees. Such as having to have answers to all questions. Or conforming to a specific kind of management style.

But that’s the biggest trap you can set for yourself.

Can you think of anyone who has all the answers? No? Maybe Google does. Why should you?

It’s a pitfall to think that you would be seen as less competent, that your team could question your authority – if you don’t know the answer to a question.

The same goes for wanting to be the best possible manager.

As one client told me: “I want to be the best manager for my team, but I’m not even sure who that is.”

Think about it this way: Who is that so called best manager? Is it someone in particular? Or is it a made-up persona that maybe combines many positive traits of good managers.

Of course you can catch up on the latest trends or technology. You can improve your leadership sills or become a better listener. But in essen it’s about being yourself. Fully embrace your uniqueness and your individual approach to leadership.

What my clients discover is that this kind of pressure fades when they shift focus from themselves to their team members.

It’s a realisation that not everything has to do with you, that not every issue stems from you either. And that is usually a big relief.

In practical terms this means that you don’t need to have all the answers, but that your role is to guide and help your team find the answers themselves.

Or that simply being yourself and not conforming to a specific management style is what gains you respect and credibility.

Often we try to find complicated answers. Because we feel we deal with complicated problems. And instead, it’s the simplest actions that can have the biggest impact – because also the underlying problems are not really that big if we look at them a bit more closely.

On that note: I can’t wait to hear from you – comments, suggestions, ideas.

Key questions on this topic

1. Can you provide examples or anecdotes illustrating how leaders can successfully navigate the pressure of perceived expectations from their employees?
   • One example is a client who initially felt immense pressure to have all the answers for their team. Through coaching, they learned to shift their focus from themselves to their team members. By empowering their team to find solutions independently, the pressure diminished, and their leadership effectiveness increased.
2. How can leaders strike a balance between continuously improving their skills and embracing their unique leadership style?
   • It’s essential for leaders to recognize the value of ongoing self-improvement while also embracing their individual leadership style. While it’s beneficial to stay updated on industry trends and enhance leadership skills, authenticity and embracing one’s uniqueness are equally important. Leaders can achieve this balance by focusing on personal growth while staying true to their values and leadership approach.
3. In what specific ways can leaders shift their focus from themselves to their team members, as mentioned in the post?
   • Leaders can shift their focus from themselves to their team members by recognizing that not every issue revolves around them. By empowering team members to find answers and solutions independently, leaders alleviate pressure on themselves while fostering a sense of ownership and empowerment within the team. Additionally, embracing authenticity and avoiding conformity to a specific management style can enhance respect and credibility among team members.