Two types of leaders walk into a bar… Are you one of them?

Authored by Rohit Onkar, Fractional CMO, 3.0 Verse.

Two types of leaders walk into a bar.

The first orders his drink of choice. When he’s served, he immediately doles out advice to the bartender. The bartender is forced to listen and nod in agreement even though none of it is relevant to him.

The second shares his preferences and asks the bartender to surprise him. He waves off any recommendations the bartender makes and asks him to simply bring what he thinks is best. When he’s served, he tries the drink and smiles. Only to call the manager later and complain about his order.

Both the leaders visit the bar again the next day.

The first because he feels he has added value to the bartender’s life and can continue to do so.

The second because he feels empowered the bartender and wants to offer him another chance.

The bartender sees them as they enter, and immediately goes on his break.

The corporate world is no stranger to leaders like these two.

I call the first the ‘Feedback Leader’. They believe their only job is to provide feedback. And not the kind that edifies, enhances, provides direction, or speeds up work. Clarity and articulation are not this leader’s friends.

The second is what I call, the ‘Hands-Off Leader’. They take no accountability of their team’s work. Mostly because they rarely know what’s going on. So, they pseudo empower you, but only because that makes it easier to throw you under the bus.

Both are the kinds of leaders we should never hope to be. Here are 3 qualities to steer clear of to avoid becoming one of them:

• Insecurity: Always hire people smarter than you. Our job as leaders is to pave the way, make it easier for our teams to perform. Insecure leaders are roadblocks and detrimental not only to the organisation’s growth, but to the growth of the individual careers they are accountable for.
• Apathy: Being a leader requires you to put yourself in your team members’ shoes. It’s the only way to understand their perspectives, motivations, and most importantly, challenges. Apathetic leaders will never connect with people to truly have an impact.
• Anger: Being slow to anger is easier said than done. But it’s a game-changer. It allows you to respect people, mentor and shape lives. Short-tempered leaders lose the ability to influence people, and get left with a team that either doesn’t want them or vice versa.

In the early years of my career, I have had the privilege of working with excellent leaders – all of whom embody qualities that I keep as a personal checklist for myself today.