Partnering with many highly technical leaders throughout the years, I have come to understand the direct communication style. They get to the point quickly, using as few words as possible, with a purposeful tone. They exude an air of authority. This past week was no different. I presented a leadership program to a group of senior leaders who were experts in their technical abilities and very firm in the way they shared their insights. They commanded a stage-type presence with a “been there, done that” attitude. So walking into a room filled with these confident seasoned leaders seemed a bit daunting. Well sort of.
Working with a senior leadership team this week was an eye opening experience. Although the organization is fairly technical in nature and usually focuses on end results, we began an important discussion on how to create stronger work connections. It seemed that although employees were performing well, there was not a great deal of camaraderie. In fact, what was happening was that the team leaders were only socializing with themselves and spent little time getting to know their team members. As a result, deeper work relationships were not being formed. Younger and newer team members were feeling unappreciated.
Why should senior leaders care about new workers coming up through the ranks? Why is it necessary
Many of us are familiar with this career scenario. We work hard to learn and master every technical part of our job in order to be recommended for the next promotion. We receive praise for the value we added to a project where we were able to utilize every bit of technical knowledge we were taught. We consider ourselves a SME (subject matter expert) in our field and hope this will help move us along our career path. Up until now, we have been rewarded for our expertise and knowledge. But then we get tripped up with this feedback:
“ Although you have strong marketing skills, it seems like you are having a difficult time