How Does My Team Perceive Me?

Coaching Real Leaders

Harvard Business Review / Muriel Wilkins

Executive, Business/careers, Leadership, Careers, Business/management, Sessions, Hbr, Coaching, Review, Society & Culture, C-suite, Leaders, Harvard, Business, Management

4.8 • 660 Ratings

🗓️ 22 February 2021

⏱️ 37 minutes

🔗️ Recording | iTunes | RSS

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Summary

As a leader, she has always tried to find a balance between being directive and collaborative. But she has also struggled to bridge the gap between how she sees herself – and how her team experienced her as a leader. Now she’s building her own start-up and wants to make sure she is seen as a strong, effective leader in that new venture.

Transcript

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0:00.0	HBR Presents
0:03.0	I'm Muriel Wilkins and this is Coaching Real Leaders part of the HBR Presents Network.
0:20.0	I'm a longtime executive coach who works with highly successful leaders is coaching real leaders part of the HBR Presents Network.
0:26.1	I'm a longtime executive coach who works with highly successful leaders who've hit a bump in the road.
0:32.3	My job is to help them get over that bump by clarifying their goals and figuring out a way to reach them.
0:41.7	I typically work with clients over the course of several months, but on this show, we have a one-time coaching meeting, focusing on a specific leadership challenge they're facing.
0:47.8	Today's guest is someone will call Michelle to protect her confidentiality.
0:52.2	She has a PhD in physics, and she's bridged a gap between technical
0:55.5	know-how and management in the past. And she's now taken on even a bigger challenge, entrepreneurship.
1:02.3	Right now, her startup is small, but as she grows the organization, she wants to learn from past
1:07.4	leadership experiences and create the kind of workplace she believes can succeed
1:11.9	and be a good environment for everyone. I'm there to help people succeed. I don't want my team
1:18.5	to do, as I say. I think it's better to have everyone with their own opinion. And then getting
1:24.9	people, what I found is something,
1:28.3	sometimes when you lead in that way,
1:33.3	and then you put your leg down because something needs to happen,
1:36.3	then people get resentful.
1:38.3	I think there is a balance there in terms of leadership
1:41.3	that people want you to, strong leaders are able to create a situation
1:49.2	where people will follow them without resenting. And that's a struggle. So it's kind of getting
1:54.6	the, if you want the balance right. As she begins to grow this new company, she wants to get that leadership balance right,
2:03.6	the balance of being collaborative and supportive, while at the same time needing to be directive at times.
	...

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