What do you do if your leadership style is not resonating with your team?

Identify the reason why the leadership style does not resonate well with the team. Seeking constructive feedback without taking offense is the fastest and effective way to foster team work in any organization/institution. Lastly, take corrective measures where need be. Personal stocktaking/reflecting on daily occurrences/events is also vital for self-improvement especially for a leader.

If your leadership style isn't resonating with your team, take proactive steps to address it. Seek feedback, reflect on your approach, and adapt accordingly. Build strong relationships, communicate effectively, and provide support and resources. Lead by example, celebrate successes, and be patient in your efforts. If needed, seek support from mentors or coaches to help navigate and improve the situation.

A very rational approach is to be sensitive to the challenges and needs of the team and take a proactive approach to help them overcome and ensure they are empowered and also take pride in contributing to expected outcomes.

Identifying the gap in leadership style that is causing disconnect with the team involves examining where expectations and actual behaviors diverge Ask for honest feedback from team members through surveys, one-on-one discussions, or anonymous feedback mechanisms. Encourage them to share their perceptions of your leadership style, what's working well, and where they see room for improvement.

If my leadership style isn't resonating with my team, I would seek feedback from team members to understand their perspectives. Then, I'd adjust my approach accordingly, aiming to align better with their needs and preferences. Finally, I'd prioritize clear communication, fostering open dialogue to address any concerns and rebuild rapport.

To accurately identify the gap in leadership style that is causing a disconnect with your team, it's crucial to understand the context in which your team operates

Look at team performance metrics, such as productivity, engagement, and turnover rates, to identify any trends or patterns that might indicate areas where your leadership style is falling short.

In my experience, fostering trust within my team is crucial. By demonstrating that their opinions matter and ensuring they feel heard, team members are more inclined to share their insights, contributing valuable perspectives that aid in problem-solving

Building trust and rapport isn't just about hitting targets or business objectives, it's about creating a foundation of mutual respect and understanding that elevates the entire team. As a Regional Sales Director, I've learned that when trust is the cornerstone of your leadership approach, it becomes easier to navigate challenges, inspire innovation, and drive performance. By prioritizing open communication, demonstrating integrity, understanding individual team members, valuing their feedback, and celebrating our successes, we foster an environment where everyone feels valued, understood, and motivated. This not only enhances our team dynamics but ultimately propels our commercial and channel sales to new heights.

Depending on how acute and time sensitive the situation is, another way to address the leader’s fit to the team is to change parts of the team. Don’t get me wrong, I believe wholeheartedly that leaders need to adapt as well. However, realistically, a leader may come to a team where the dynamic just does not work, regardless of effort. Taking too much time trying to fit a square peg into a round hole hurts productivity and may create a toxic environment. When getting a new team to lead, it is often helpful to bring in someone you already successfully worked with into a key position. That person will become an agent of positive change, helping others interpret your behavior and gather around a safe nexus.

A big part and potential shortcut to the solution is setting the expectations around your style. Rather than poll around it, or leave people to figure it out, explain to them who you are and how you operate. You should already have a solid idea of what this is by the time you’re at the executive level. This removes hesitancy, structures communication, and builds trust, all in one task. “Reading the room” is critical, but also realizing that in tight circumstances, universal or even majority satisfaction may not be possible. I’ve always told my directs I want everyone’s full, forthright and expert input but in the end, it’s not up for a vote.