The Silent Career Stoppers: Overcoming Common Derailers for Women in Leadership

In my experience as a coach focused on helping women transition from managerial to executive roles, I often encounter what can be termed as 'career derailers.' These obstacles are not unique to Japan; they exist in every culture and market. They are subtle yet powerful barriers that can derail an ambitious trajectory to the executive suite. These derailers often manifest as gaps in critical leadership competencies.

Through client interactions, I have identified three such derailers: interpersonal issues, uninspiring leadership, and lack of strategic vision. Knowing is the first step toward conquering; thus, let's delve into these obstacles.

Derailer 1: Interpersonal Struggles – The Guarded Learner

Meet Patricia, a middle manager renowned for her no-nonsense approach to communication. This trait, which served her well in the past, has now become a significant hurdle, especially in her dealings with Jessica, a vital member of her team. Patricia's rigidity has led to friction and has frayed professional relationships, including her relationship with Jessica. This perfectly encapsulates our first career derailer: challenges with interpersonal relationships.

Patricia's resistance to change manifests in multiple ways. For instance, she may dismiss or undervalue others' input, choosing instead to follow methods she's comfortable with. Her fear of risk-taking means she avoids uncharted territory, often opting for the 'safe route,' even when innovation is called for. This tendency could stem from various underlying issues: perhaps a deeply-rooted fear of failure, an overly critical self-view that pushes her toward perfectionism, or a misjudgment that she doesn't have time for self-improvement amid the busy work schedules.

This unwillingness to adapt or grow not only stifles Patricia's potential but can also lead to a toxic work environment. Her rigidity hampers team cohesion and collective problem-solving, both of which are vital for organizational success. Team members like Jessica might begin to feel disengaged, undervalued, or even threatened, which can eventually lead to decreased productivity, higher turnover, and a diminished sense of team spirit.

The good news? Patricia has the power to rewrite this narrative. Building emotional intelligence and adaptability are not quick fixes but long-term investments in her professional development. While these qualities are critical leadership competencies, they're not innate but can be cultivated.

Patricia can start by acknowledging her shortcomings, possibly leveraging 360-degree feedback from her team and peers. Following this, she can invest in targeted training or coaching to enhance these skills. Emotional intelligence workshops, mindfulness practices, or even empathy exercises can go a long way in helping her connect with her team. Patricia could also benefit from mentorship—learning from someone who has successfully navigated similar challenges can provide invaluable insights.

As a result, while we are all works in progress, acknowledging our flaws and committing to personal growth can turn these derailers into learning experiences. Patricia's journey in improving her interpersonal skills will not only benefit her but also set a positive example for her team, proving that change is possible at any stage of one's career.

Derailer 2: Failing to Inspire – The Task-Oriented Leader

Introducing Susan, an energetic manager who climbed the corporate ladder through grit and tenacity. Her remarkable ability to focus on tasks and meet deadlines has garnered her plenty of accolades. However, her relentless pursuit of results has come at a cost; her team often feels drained and emotionally disconnected. This captures the essence of our second career derailer: the failure to inspire.

Susan has always been a doer. She has her eyes set on the next promotion, the next big project, or the next quarterly goal. While her task-oriented approach has yielded tangible results, it has also created an environment where team members feel like mere cogs in a machine, rather than valued contributors. Her interactions are typically transactional; she assigns tasks, sets deadlines, and expects outcomes, seldom pausing to acknowledge the human element in her leadership role.

This lack of recognition and emotional engagement can lead to several complications. First, it can exacerbate existing conflicts within the team or even create new ones as people feel unheard and undervalued. The focus is always on what needs to be done next, rather than how the team feels or what they need to perform better. Team morale dips, and burnout rates could increase, which in the long term, affects productivity and can lead to high turnover rates.

It's crucial to remember that true leadership transcends mere task delegation. Effective leaders inspire their teams by acknowledging their strengths, offering constructive feedback, and fostering an environment of mutual respect and cooperation. They know when to put the to-do list aside and focus on relationship-building.

To bridge this gap, Susan could begin by re-evaluating her communication strategies. She may want to integrate regular team meetings that encourage open dialogue and collective problem-solving into her managerial routine. It's also an opportunity to publicly acknowledge team achievements and individual contributions, no matter how small. Training programs focused on empathetic leadership and emotional intelligence could further hone her people skills.

Additionally, mentorship from a seasoned leader could offer Susan valuable insights into the more nuanced aspects of team management. Learning from someone who has managed to balance results-driven leadership with human-centered approaches can be extremely enlightening.

Therefore, while Susan's strong focus on tasks has served her well in the past, she needs to evolve as a leader by developing the ability to inspire her team. This would not only rectify a significant career derailer but also contribute to a more engaged, motivated, and productive work environment.

Expanded Derailer 3: Short-Sighted Focus – The Operational Executor with Limited Strategic Vision

Lastly, let’s consider Emily, a high-performing senior leader whose track record in sales is nothing short of exceptional. While she excels in operational effectiveness, she often finds herself caught in the weeds, focusing more on immediate tasks and less on long-term strategy. This leads us to our third career derailer: prioritizing operational execution over strategic planning.

Emily's expertise in handling day-to-day operations has been instrumental in achieving short-term goals and KPIs. But her reluctance to engage in strategic thinking may stem from multiple factors. She could be uncomfortable dealing with the uncertainties and complexities that come with planning for the future. Her aversion to risk and complexity often leads her to concentrate on what's directly in front of her: the tasks, the quotas, and the immediate deliverables.

This narrow focus may also be a result of her previous roles, where operational excellence was the primary yardstick for success. The challenge now lies in her ability to evolve from a tactical manager into a strategic leader. Operational tasks are crucial, but a vision for the future is indispensable for sustainable success.

This operational tunnel vision has several implications. For one, it may result in missed opportunities for the organization, as a lack of foresight can lead to reactive rather than proactive decisions. It can also create a team culture that is equally narrow-minded, limiting innovation and adaptability. In the worst-case scenario, this operational focus may even make her—and the organization—vulnerable to disruptive changes in the market or industry.

Emily can begin to recalibrate her leadership approach by deliberately dedicating time for strategic planning sessions, both alone and with her team. She can also seek mentorship or coaching from leaders who excel in strategic planning to help her develop these skills. Books, seminars, and training programs on strategic management could offer her valuable frameworks for thinking about the future.

Moreover, Emily could benefit from "zooming out" exercises that force her to step back from the operational details and consider broader trends, opportunities, and threats. She should practice viewing challenges not just as operational hurdles but as strategic opportunities for growth and innovation.

By acknowledging and working on this career derailer, Emily has the opportunity to mature as a leader. She can transition from someone who excels in operational execution to a visionary who also understands the importance of long-term planning and strategic insight. This change is not just about personal development; it’s about securing the future success and sustainability of her team and organization.

Navigating Beyond the Derailers: A Blueprint for Success

Navigating a successful career requires steering clear of potential pitfalls. Here is a robust blueprint for surpassing these career derailers and channeling them into avenues for professional growth:

1. Invest in Lifelong Learning: Beyond Technical Skills to Emotional Intelligence

The first step to overcoming interpersonal struggles is investing in continuous learning. This doesn't mean merely enhancing your technical skills; it also involves broadening your horizons in areas like interpersonal relationships, managerial competencies, and negotiation techniques.

First Action: Sign up for a comprehensive emotional intelligence workshop or course. Focus on gaining self-awareness and understanding how your emotions and actions can affect those around you. Emotional intelligence is a critical skill for effective leadership and will provide you the tools to mend and build strong professional relationships.

2. Promote a Culture of Teamwork: Balance Task-Orientation with People-Orientation

Creating a cohesive and motivated team doesn't just happen overnight. It requires concerted efforts to understand your team members as individuals and how they fit into the collective. It involves balancing task-oriented management—assigning roles, tracking KPIs, setting deadlines—with people-oriented leadership that fosters a sense of community, trust, and shared purpose.

First Action: Arrange a team-building workshop that includes activities focusing on effective communication and collaboration. Use this as an opportunity to understand the dynamics within your team, what motivates individual members, and how you can better serve them as a leader.

3. Cultivate a Strategic Vision: The Harmony of Detail and Overview

A successful leader can zoom in on tasks when necessary and zoom out to view the broader landscape. Balancing operational excellence with strategic vision is crucial for long-term success. Don't shy away from the complexities or ambiguities that come with strategic planning; instead, see them as opportunities for growth and innovation.

First Action: Schedule a strategic review session with your team or an experienced mentor to analyze your current projects and objectives. Use tools like SWOT analysis to evaluate the broader context in which your team operates. This exercise will help you identify gaps in your current strategy and give you a clearer understanding of what needs to be prioritized for future success.

Confronting these derailers is essential for career advancement. The challenges aren't the issue; it's how you react to them that defines your career. If you find yourself struggling with these roadblocks, a coach can provide valuable insights and personalized strategies. So, transform your career speed bumps into steppingstones and march ahead with renewed focus and determination. Are you ready to turn your challenges into catalysts for professional growth? Let's get started!

Don't let career derailers dictate your professional journey. If you're ready to overcome the obstacles holding you back, connect with Karin Wellbrock at karin.wellbrock@kaygroup-asia.com. Together, we can navigate your path to success and shatter those glass ceilings. Reach out today and take the first step towards a career without limits.

ABOUT THE AUTHOR

Karin Wellbrock, Partner and COO at Kay Group K.K., anchors her expertise in a Tokyo-based consultancy specializing in leadership and organizational development. A certified Leadership and Team Coach, Karin is dedicated to propelling both seasoned and emerging executives to leave a significant imprint in their respective industries. She is using innovative yet pragmatic tools and approaches to further the impact of leaders. Beyond individual coaching, Karin extends her influence through her work with NGOs and startups, and through her writing. She delves into the journeys of 'Exceptional Leaders in Japan' and dissects complex leadership scenarios, thereby enriching the managerial toolkit for leaders striving for peak performance. Reach out to Karin to discuss how the Wheel of Life can elevate your leadership journey: karin.wellbrock@kaygroup-asia.com