Do you struggle to speak up and share your perspectives and concerns?
Do you worry about being heard and taken seriously by your senior leaders or CEO?
Recently I have been coaching leaders who have been grappling with challenges, but have not felt that they are able to speak up to share their perspectives or concerns with their seniors.
The first leader had been told about a planned change to staffing in her team, which she felt would have a detrimental impact on the provision, her colleagues and on her workload and wellbeing as team leader. However, she also didn't feel able to challenge her CEO on this decision as she is a middle leader. Instead, she was feeling conflicted, confused and angry and was trying to persuade herself that she needed to just accept the situation.
I also worked with a Headteacher who was feeling overwhelmed and was also struggling to speak up about it. She was managing an underperforming member of staff who had returned to work following a long absence with a chronic health condition. In addition to this colleague being unable to fulfil their duties due to their illness, they were also having a negative and undermining impact on the culture of the school. The headteacher had been diligently following occupational health and legal advice, and liaising regularly with her trust HR lead. However, there was no end in sight to this situation which was having a really detrimental impact on the school culture and the wellbeing of staff.
Finally, I coached an executive leader recently who had just joined the senior team of her organisation, having been promoted internally following success in her previous role. However, she was feeling uneasy about the culture of this new executive team. She didn't believe that the values of the organisation were being lived out. There was evidence of reasonably widespread underperformance within her organisation. While she had raised some concerns, she didn't feel that she was in a psychologically safe position to be able to challenge some of the behaviours and actions being taken in this team.
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During all these coaching conversations, the leaders recognised that their views and perspectives matter, and that they had the right, and the responsibility, to share their concerns with their leaders in order to strengthen their organisations. Whether leaders are middle tier or executive level, they still have relevant experience and insights which are important to share with colleagues for the benefit of all.
If leaders aren’t able to find their voice, they are left feeling frustrated and stressed and often dissatisfied with the organisation they work within. This is not a sustainable situation.
However, it is important that views are shared appropriately and professionally, and in the right way for the individual’s context. If you find yourself in this situation, I can help you to plan a way of sharing your concerns and prepare for the possible outcomes.
Sometimes, just being listened to is enough to unburden yourself and relieve the stress. You are then able to accept the situation and to move on.
But it is also important for leaders to recognise that sometimes they will be listened to, but will not influence change. Leaders have to prepare themselves for having to accept this potential outcome.
However, occasionally this may be very difficult. For example, it is very hard to accept a situation when your personal values are being compromised. In this case, you may have to carefully construct an exit plan.
Whichever outcome occurs, it is still better to speak up and be heard, rather than bottling up negative feelings and battling on with challenges which are having a detrimental impact on your workload or wellbeing.
Are you struggling with a challenge and need help with identifying a strategy to voice your concerns?
I’d love to help. Please get in touch.
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