11/20/2023 0 Comments Vitalsmarts style under stressThey are direct, but their behavior invites others to contribute their concerns and ideas. In high-stakes situations, they remain calm and respectful. Luckily, there are managers who handle themselves under pressure differently from the rest. Specifically, when a leader fails to practice effective dialogue under stress, team members are more likely to consider leaving their job more likely to shut down and stop participating less likely to go above and beyond in their responsibilities and more likely to be frustrated, angry and complain. They also described negative impacts on morale and psyche. When asked how their leader’s style impacted their results, respondents said that when their leader clams up or blows up under pressure, team members have lower morale are more likely to miss deadlines, budgets and quality standards and act in ways that drive customers away. His team felt those few moments when stakes were high and the heat was on revealed the truth about who he really was.Ī leader’s unsavory behavior in stressful moments does more than harm his or her personal influence - it also hurts the team. Those statements are not an accurate reflection of who I am.”Īnd while it was true that his team agreed he was great 95 percent of time, it was also true that this nonroutine behavior was what left a lasting impression. It’s only the 5 percent when I lose my temper that I say stupid things. Ninety-five percent of the time, I’m the fun, supportive guy I’ve described. And yet, to his surprise, most of his team labelled him a “jerk.” As we described a situation his team found particularly “jerky,” he said, “You’re probably thinking I’m some sort of hypocrite. One executive we worked with was adamant and deliberate about creating a fun and supportive atmosphere where his team felt safe to try new things. These responses damage relationships and undermine the work being done. In difficult, highly charged situations, some managers react emotionally and aggressively while others became silent and withdrawn. This is significant because it’s these nonroutine moments that define you as a leader. 30 percent are more devious and deceitful than candid and honest. 37 percent avoid or sidestep rather than be direct and unambiguous.43 percent are more angry and heated than cool and collected.45 percent ignore or reject rather than listen or seek to understand.45 percent are more upset and emotional than calm and in control.53 percent of leaders are more closed-minded and controlling than open and curious.According to respondents, one in three leaders are seen by their direct reports as someone who fails to engage in dialogue when the stakes get high. We asked more than 1,300 employees to describe their leader’s style under stress and the impact of that behavior. The research also shows, however, that a shockingly large majority of managers and leaders buckle under pressure. Our latest research confirms, yet again, that the way a manager performs in these crucial moments has a disproportionate effect on their personal influence and their people. In moments when the stakes are high, do managers remain calm, collected, candid, curious, direct and willing to listen? Or do their direct reports describe them as the opposite: upset, angry, closed-minded, rejecting, even devious? And how does either style under stress affect results and relationships? In our own efforts to help managers improve effectiveness, we’ve focused our study on crucial moments - those moments where a manager’s communication has a profound and disproportionate effect on results. Evidence is lacking that these approaches to managerial effectiveness have enabled managers to markedly improve their personal influence and results. While these studies yield appealing insights, they are difficult to emulate. To answer this question, scholars, scientists and leaders have studied personality traits others have tried to understand and categorize management styles. How can a manager become measurably more effective?
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