I’ve heard too many excuses from high level leaders this week!

“The culture is the problem.”

“I did my part. He didn’t do his.”

“People just don’t like change.”

I’m sorry, but if you are earning the big bucks, it is your job to be sure the culture is ready and that those reporting to you are willing and able to do their parts. It is your job to help your peers succeed. It is your job to get along with others and collaborate effectively. If you don’t know how to do these things, it is your job to learn and/or get help. The goal is great results, not great excuses!

But here is the really important part!

If you are the supervisor of a high level “leader” who:

• Speaks in “I,” instead of “we,” especially when there is trouble
• Is sure people are afraid of change
  Really? We are talking about people who have willingly married, had children, moved, and changed jobs!
• Seeks blame, whether others or “the culture” Pointing fingers helps no one and is most inappropriate from a leader.
• Never admits to mistakes or short-comings
• Is more attentive to and proud of his own accomplishments than those of his group
• Judges people, rather than behavior

You have the wrong person in the job. Period. An enormous list of strengths won’t make up for these deficiencies. The damage to productivity and the other talent you have hired is inexcusable.

So what should you do?

It is time to provide some serious, honest feedback about the specific behaviors you see and the impact of those behaviors on the organization. We all have bad habits and misconceptions about ourselves and others that hinder our effectiveness. Given a chance and new information, people can change in amazing ways. If you can’t provide this support, for what ever reason, find someone who can.

How your “leader” responds to the feedback is very telling! Individuals who respond, even if slowly, with honest questions, concern, and a problem solving mentality, are likely keepers who deserve a little time and support. Those who respond with I, he, and more excuses, simply do not belong in a senior position. That isn’t how effective leaders behave. They may excel in another position or blossom later, but they aren’t leaders now. And it is a mistake to put them in charge of valuable, hard working talent.