Everyone needs to get tasks done, but it’s also important to build relationships and develop people. Here’s how leaders can learn to balance their task- and people-related needs at work.
James, a career-transition client of mine, was a partner at a global professional services firm. He delivered great insights and results for his clients, had deep domain expertise, and was considered to be brilliant by many. However, the extreme demands and unrealistic expectations he put on his team resulted in low engagement scores, turnover of valued staff and, ultimately, his dismissal.
Great leaders are able to balance task-focus with people-focus . Highly task-focused leaders tend to have tunnel vision in their drive for results, rather than applying a broader lens that recognizes the need to sometimes “go slow to go fast”. Leaders who balance task- and people-focus are equally driven and also strive for results, but they keep the broader organizational needs in mind. They also recognize that it’s not just about being efficient — it’s about being effective.
Overly task-focused leaders also tend to be more reactive, operating from a position of fear, and often displaying highly directive, controlling, or perfectionist behaviors that can alienate others and be disempowering to their teams. Sarah had an underlying fear that “If I let go of control and empower others, they’ll mess things up and I’ll look bad.” In James’ case, it was a belief that “If I don’t work this intensely, I won’t be successful.
If you sense that you may be overly task-focused, here are some suggestions to re-set your priorities:Ask key stakeholders how well they think you balance your task-focus versus your people-focus.
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