One of the biggest problem that I see in many organizations is our willingness to overlook “capability” for “like-ability.”
What does that mean?
It means that many times we are more interested in whether or not our leader is “like-able” and less interested in whether or not they are actually capable of exhibiting and demonstrating leadership. This can have tragic affects
This phenomenon is not as common in the commercial world. The business world often cares much more about whether or not you can do the job than whether or not you can be a leader. There is not often much thought given to how the rest of the employees “feel” about the boss or the leader.
Here is where we see leaders who have progressed through the ranks of an organization and have reached a leadership level through hard work, dedication and a proven track record of success. They have been mentored by other leaders who have proven track records of success. They sometimes just aren’t that like-able. And they often don’t particularly care if they are liked.
To back that premise up, research shows that average Emotional Intelligence scores plummet higher up the corporate ladder beyond the supervisor level. The theory is that people get promoted based upon results, even if their people skills are lacking. As leadership coaches, folks like me are working desperately to change that. But the phenomenon remains.
And I suppose all of this begs a few questions:
- Would a leader rather be liked or trusted?
- Would a leader rather be popular or right?
- Would a leader rather be successful or loved?
- Is “like-ability” even something that a leader should be concerned about?
There are so many angles that this thought process could take.