I shouldn't be surprised anymore, but I still am, by leaders who are like Jekyll and Hyde - leaders with two different personas, the one who they think they are and the one who others think they are.

In the past several months, I've run into several examples of leaders whose perceptions of themselves did not correspond at all with others' perceptions of them. A few examples:

One leader believed that he was collaborative and an effective team member, whereas others thought he kept too much to himself, didn't communicate fully, and all too often blew off meetings with colleagues at the last minute.

Another leader believed she was taking initiative and being proactive, whereas the other members of the management team saw her as reluctant to take on responsibility and as too reticent in team meetings.

And, a third leader believed that he was being thoughtful and insightful, whereas other members of his team thought he was opinionated and dismissive of others' points of view.

What contributes to this phenomenon? At least two things:

First, part of the problem can be attributed to the fact that the leaders in question can't or won't allow themselves to receive any feedback on their performance. Sometimes this can be due to having such a strong ego that they don't feel as though anyone else can tell them anything. At other times, this can be the result of a lack of confidence which causes them to avoid feedback.

Second, another part of the problem can be an organizational culture that fosters an unwillingness to provide honest and candid feedback on performance, preferring instead to allow poor performance to persist. The lack of candor is often manifested in benign, indirect, and vague comments that skirt the real issue.

What does this lead to?

The difference in the two perceptions, the one the leaders have of themselves and the one others have, creates difficulties for both the leaders and the organization.

The leaders often assume they have more influence, ability, or knowledge than others think they do. Acting on that assumption, they take action and make decisions that fail to have the intended effect. Like the emperor with no clothes, they operate in a vacuum that blinds them to the others' perceptions of them. That blindness hinders their effectiveness.

The organization suffers because leaders who need to improve are not apprised of that need and are not encouraged to change. Furthermore, the leaders unintentionally may be sowing seeds of discontent among those with whom they work. Ignoring the problem allows it to remain unresolved and undermines the effectiveness and morale of the organization.

Are there leaders in your organization for whom there are Jekyll and Hyde perceptions? What effect is that having?

What steps can you take today to bring the differences to light? Whom should you talk to? What should you say?

I just got back from a week of work in the UK. Driving there, on the opposite side of the road, made me wonder about customs and traditions.

Why do certain habits and customs develop as they do? And why is it so hard to change them once they're established?

Organizations develop certain customs and traditions, too. For leaders, it is exceedingly difficult, if not impossible, to get people to change what they've become so accustomed to doing.

What successes, or failures, have you had in getting your organization to change its ways? What might you do better next time to alter a custom, habit, or tradition that no longer works to your company's benefit?

While in the UK, I visited the birthplace of Winston Churchill, Blenheim Palace. It's a spectacular estate, given to Churchill's ancestor, the first Duke of Marlborough, by Queen Anne for winning a battle in the early 1700's.

It's hard to imagine growing up in an environment in which great deeds are an integral part of the family history. It's almost as if being born there predetermined great things for the family. And yet, many of Churchill's ancestors failed to accomplish much of anything other than leading a profligate life.

What is it that enables someone, regardless of the family's status, to achieve great things, to become a good leader, and to make a difference for others?

email: archie@archietinelli.com archie@archietinelli.com