Emergent Leaders Newsletter/035/Transforming Procrastination Lies into Leadership Success

In the fast-paced world of leadership, the ability to take decisive action and lead by example is paramount. Yet, many leaders find themselves entangled in a web of procrastination, telling themselves lies that delay crucial support to their direct reports and impedes the progress of projects.  

In this week’s newsletter, I call out five common lies leaders tell themselves to justify procrastination and shed light on the negative consequences it has on their teams. If any of the following 5 lies resonate with you (as in, you frequently use one or some of them), take notice. Fortunately, it’s not all doom and gloom. Procrastination is a habit that can be changed. You simply need a more compelling reason to shift to more proactive leadership habits.  

Here goes! 

Lie #1: "I'll get to it later." 

The reality: Delayed support equals delayed success. 

Let’s be real - we ALL say this at some point. But if it becomes a pattern, then it’s a habit. In leadership, this is probably the most common one hear - especially when it comes to addressing their direct reports' needs later. However, postponing mentorship and guidance can impede the growth of team members. Procrastination not only stifles individual development but also creates a culture of inertia within the team, hindering overall progress. And if you have high potential team members, you will risk losing them.  

Lie #2: "Once I complete this project, then I'll focus on my team." 

The reality: The project never truly ends. 

Leaders tend to convince themselves that once a particular project is completed, they will shift their focus to team development. However, in the ever-evolving landscape of leadership, there is always another project/crisis/reason on the horizon. The delay in supporting direct reports persists, leading to missed opportunities for growth and innovation. Learning needs to be an integral part of each of your team members’ schedules. It is the only way to ensure continuity in their growth. 

Lie #3: "They'll figure it out on their own” or “It's character-building."  

The reality: Neglect breeds frustration and disengagement. 

Allowing direct reports to navigate challenges on their own under the guise of character-building can lead to frustration and disengagement. This doesn’t mean doing the problem solving or work for them. It could be as simple as acting as a sounding board. Procrastination in providing guidance can cause team members to feel undervalued and disconnected, ultimately impacting their performance and morale. Again, high-potential team members are more likely to leave because of this.  

Lie #4: "I'm too busy; they'll have to wait." 

The reality: Busyness is a choice; priorities reflect values. 

Leaders often use busyness as an excuse for delaying support to their teams. However, effective leaders recognize that prioritizing their team's development reflects their values. Procrastination due to perceived busyness sends a message that the team's growth is not a priority, leading to diminished trust and motivation. 

Lie #5: "I was successful without much guidance; they'll be fine." 

The reality: Times have changed; coaching, mentorship and sponsorship accelerate success in today’s extremely competitive environment. 

Some leaders believe that because they succeeded without significant guidance, their direct reports will also thrive independently. However, the dynamics of the workplace have significantly evolved. Coaching, mentorship, and sponsorship are now recognized as catalysts for accelerated success. Procrastination in providing these supports deprives team members of valuable insights, lessons learned and potential future career opportunities. 

As a leader, your actions speak louder than words. If you don’t openly model and shift the behaviors that you expect to see in your team members, then it’s difficult to blame them for the team’s lack of success. If you say that continuous learning and development is important to you, then prove it to your employees.  

In case you’re looking for a more compelling reason to shift some of the procrastination habits, try this: Imagine a future where your proactive leadership habits prevail and your team is filled with dream employees who thrive under your thoughtful guidance and support.  

Though this doesn’t have to stay a vision. It can become the reality IF you are willing to carve space in your schedule (and theirs) and create conditions to allow growth to occur. Remember that leadership isn’t just about achieving personal success; it's also about empowering others to reach their full potential. By acknowledging and dismantling the lies that fuel procrastination, you can pave the way for a future where all your team members transform into dream employees.  

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/009/From Passengers to Drivers: How Encouraging Ownership Transforms Team Members

Read time: 5 minutes 

A challenge many new leaders face is engaging and motivating some team members to meet higher standards without having to micro-manage.  

Drawing the best out of your team is part of your role as a leader. As frustrating as it may be to have to push a team member a little more than you would like, not addressing lackluster performance can expose a critical gap in your leadership skillset.  

While it’s difficult to make a generalization about all of your team members' behaviors or perhaps their lack of sense of responsibility without knowing their specific context, I’ve noticed throughout the years that some individuals simply don’t understand what it means to take ownership of a task because 1) they either never had a someone in their lives model it or 2) it’s never been explicitly explained to them. During my teaching career it was obvious to me which students had the support at home to help guide them through “how to work”. They were the more autonomous students, but when it came to learning responsibility and work ethic, others had a sharper learning curve to conquer and required extra attention and support. Once I started coaching, I started seeing these similar trends in the workplace, however leaders aren’t always as patient when it comes to teaching these skills to individuals on their teams who may ultimately be finding themselves in a position where they either learn them in a short period of time or their job is at risk.  

Let's look at:  

1) what it means to take ownership;  

2) some signs that may indicate a lack of ownership.  

What does it mean to take ownership?  

Taking ownership means being accountable for your actions, being proactive in problem-solving, and taking responsibility for the outcomes of your work. It also means being willing to admit mistakes, learning from them, and making improvements for the future.  

Here are 7 signs and examples that may indicate a lack of ownership:  

1. Blaming others: A team member who consistently shifts the blame onto others.  

2. Lack of initiative: A team member who always waits for others to tell them what to do or does the bare minimum.  

3. Not following through: A team member who doesn’t follow through on their commitments. They may start projects or tasks, but never complete them.  

4. Making excuses: A team member who consistently makes excuses for their behavior or their work.  

5. Resisting feedback: A team member who resists feedback and is not open to learning and improving.  

6. Lack of passion: A team member who lacks enthusiasm or passion for their work may not be taking ownership of their role, or of their own growth and development.  

7. Resistance to change: A team member who resists change or is not willing to adapt to new challenges may not be taking ownership of their own growth and development.  

Again, it's important to note that these signs are not definitive and may have multiple underlying causes. Rather than assume defiance or lack of ambition, I’ve seen this behavior be a result of simply not knowing how to take ownership. Others may lack clarity, leading to a lack of confidence to fully execute the task. Regardless of the reason, if you notice these signs in your team, it may be a good opportunity to start a conversation with the team member in question and explore ways to encourage them to take ownership of their work.  

Why bother?  

Encouraging team members to take ownership of their work and growth is an important aspect of creating a productive and engaged team. If left unaddressed, this type of behavior is contagious and can quickly lead to your higher performers getting frustrated to the point of leaving the team for a higher performing one and can leave others staying and adapting the same passive and unproductive behavior as your disengaged employee. If these reasons weren’t enough to get a handle on the problem, it impacts career opportunities. If you genuinely care about your team members, you will have the courage to be the first person to talk to them about how their behavior or lack of ownership could impact their career progression.  

How do you encourage someone to take ownership?  

1. Set clear expectations: It's essential to communicate clear expectations of what needs to be carried out and how it fits into the larger goals of the organization. When each team member understands how their work contributes to the success of the organization, they are more likely to take ownership of their work.  

2. Provide autonomy: Empower your employees by giving them autonomy to make decisions and act within their roles. This not only helps them feel trusted and valued but also encourages them to take ownership of their work.  

3. Offer feedback and support: With autonomy, it’s important to provide regular feedback and support. This will inform the team members whether they are on track, and then help build their confidence to take on more ownership. During the feedback, also encourage your team members to ask questions and provide them with guidance and resources. While this may seem simplistic, many employees don’t ask enough questions out of fear of looking incompetent in front of their peers and boss.  

4. Recognize and reward: Recognize and reward team members for their efforts and achievements. This not only shows that their work is appreciated but also reinforces the importance of taking ownership of their work.  

5. Encourage collaboration: Collaboration encourages employees to take ownership of their work by allowing them to contribute to the team's success. Encourage employees to work together to solve problems and achieve common goals.  

And last but certainly not least,   

6. Model the behavior: As a leader, it's essential to model the behavior you want to see in your team members. Take ownership of your work, admit mistakes, and show a willingness to learn and improve.  

By creating an environment that encourages ownership and empowering individual team members to take control of their work, you can help your staff feel more engaged, motivated, and productive, which ultimately contributes to the success of your team. With the right guidance, a once passive employee can become one of your superstar team members and be well on their way to a stellar career. 

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Whenever you are ready, there are 2 other ways I can help you:

1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

2.  If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.