Common Mess in Co-Leadership and How to Avoid Them

Do executives ke beech leadership role share karna companies mein zyada common hota ja raha hai. Yeh alag-alag levels pe ho sakta hai, jaise co-CEOs ka appointment. Lekin, in arrangements ka success rate mixed hota hai. Failures aksar poor fit ya lack of preparation ki wajah se hote hain, lekin problem sirf structure set up karne tak limited nahi hoti. Yeh rahin kuch common mistakes jo companies co-leadership mein karti hain:

Galat Reasons Ke Liye Co-Leaders Chunna

Kabhi-kabhi companies co-leaders ko talent problems solve karne ke liye appoint karti hain, results haasil karne ke liye nahi. Jaise succession planning ya ek star employee ko rokna jo management mein interested nahi hai. Ek aur reason ho sakta hai ek new hire ko experienced leader ke sath milana taaki wo shamil ho jaye. Yeh reasons samajh aane wale hain, lekin yeh organization ke talent needs pe zyada focus karte hain, na ki actual business goals pe.

• Ek chhupa reason risk ko bachane ke liye bhi ho sakta hai. Co-leaders rakhne se companies ka ek single person pe dependence kam ho jata hai. Yeh strategy kuch strategic benefits de sakti hai, "Lekin yeh setup pe zyada dhyan karti hai rather than co-leaders ko effectively kaam karwane pe."

Time Ke Saath Credibility Build Na Karna

Sirf co-leaders ki authority aur unke appointment ke time pe reason establish karna hi kafi nahi hota. Pehle six se twelve months mein, har co-leader ko apni credibility internal aur external dono jagah build karni chahiye. Unhe apne roles clear karne chahiye, ek dusre ko support karna chahiye, aur business ke badalte conditions ke saath adapt karna chahiye. Isme choti details bhi important hoti hain, jaise company events pe kaun pehle bolega aur quick wins achieve karna se le jaakr dikhana ki wo effective hain.

• Co-leaders ko joint events pe jana chahiye apna vision share karne aur apni teams ke sath milne ke liye. Isse wo apne goals aur plans explain kar sakte hain. Quick wins external bhi ho sakte hain, jaise ek important client ko impress karna, ya internal jaise important logon ko appoint karna ya decision-making ko asaan banana.

Synergies Identify Karne Mein Fail Hona

Co-leaders aksar apni responsibilities apni preferences ke basis pe divide kar lete hain, instead of business needs ke hisaab se. Yeh "divide and conquer" approach efficient lag sakti hai, lekin yeh collaboration ke chances miss kar sakti hai. Tasks ko personal interests ke basis pe divide karne ke bajaye, co-leaders ko un areas pe focus karna chahiye jahan wo milke sabse zyada value create kar sakte hain.

• Jaise ek financial services firm mein, do co-CEOs ne apni responsibilities bas apne backgrounds ke hisaab se nahi divide ki. Unhone ek dusre ke areas ko samajhne ke liye time spend kiya aur naye tareeke dhunde collaborate karne ke, jo company ke liye better results laaye. Unki openness aur willingness to work together ne growth laayi aur best practices share karne mein madad ki.

Creative Tension Avoid Karna

Co-leaders aksar disagreements se bachne ki koshish karte hain taaki shantata rahe, lekin isse problems ho sakti hain. Productive problem zaroori hote hain taaki groupthink se bacha ja sake aur alag-alag perspectives mil sakein. Co-leaders ko publicly ek united front dikhana chahiye, lekin privately healthy debates zaroori hain taaki behtar decisions liye ja sakein.

• Productive problem alag strengths aur viewpoints ko saamne la sakte hain, innovation ko badha sakte hain aur risks ko kam kar sakte hain. Jaise, ek leader data analysis pe focus kar sakta hai, jabki dusra qualitative impact of decisions dekh sakta hai. Yeh different thoughts se zyada strong aur balanced decisions mil sakte hain.

Unequal Contribution

Time ke saath, ek co-leader zyada apne shared priorities pe kaam karne lagta hai, jo naraazgi create kar sakti hai. Co-leaders ko ongoing coordination aur alignment banaye rakhna zaroori hai taaki work ka fair distribution ho sake. Dono leaders ko lagna chahiye ki wo equally contribute kar rahe hain, taaki koi imbalance na ho jo partnership ko affect kar sake.

• Regular check-ins aur board chair ke sath alignment co-leaders ko track pe rakhne aur workload ke differences ko solve karne mein madad kar sakte hain. Agar dono leaders equally joint priorities mein invested hain, toh wo ek healthy aur effective partnership bana ke rakh sakte hain.

Communication Gaps

Effective communication co-leaders ke liye bahut zaroori hoti hai. Unhe ek dusre ke kaam se updated rehna hota hai aur ek ekta banana hoti hai. Iske liye frequent aur efficient communication ki zaroorat hoti hai, jo aksar ek shared chief of staff ke through hoti hai. Active listening aur paraphrasing se ek-doosre ki samajh aur decision-making aasaan kiya ja sakta hai.

• Communication ke routines aur shortcuts develop karna bhi complexity handle karne mein madad kar sakta hai. Jaise, agar ek co-leader ek query ka response deta hai, toh clear hona chahiye ki dusre ko inform karna zaroori hai ya nahi. Clear communication patterns confusion se bacha sakte hain aur organization ko smoothly chalane mein madad kar sakte hain.

Review Aur Improve Karne Mein Fail Hona

Co-leaders aksar discuss karne se bachne lagte hain ki wo kaise saath kaam kar rahe hain, kyunki unhe lagta hai ki isse problems ho sakti hain. Lekin, regular reviews aur adjustments ek successful partnership banaye rakhne ke liye zaroori hoti hain. Har quarter thoda time nikal kar apne working relationship ko jaanchna aur apne “rules of engagement” update karna co-leaders ko samanjha aur effective banaye rakhne mein madad kar sakta hai.

• Proactive approach rakhne se co-leaders issues ko address kar sakte hain pehle se hi, jab wo badi problems na bane. Is process ko other executives ke saath share karna bhi valuable feedback de sakta hai aur collaboration ko improve kar sakta hai.

Personal Growth Ko Ignore Karna

Boards aur CEOs aksar har co-leader ke personal growth ko ignore kar dete hain. Co-leadership demanding ho sakti hai, aur zaroori hai ki har leader ko apne role mein motivation aur satisfaction mile. Regular discussions har co-leader ke sath unke individual goals aur development ke baare mein burnout ko rokne aur partnership ka commitment banaye rakhne mein madad kar sakte hain.

• Co-leadership ko ek developmental experience ke roop mein dekhna chahiye jo growth ke unique opportunities offer karti hai. Har co-leader ke personal aur professional development ko support karke, boards aur CEOs ensure kar sakte hain ki partnership strong aur effective bani rahe.

Conclusion

Co-leadership kaafi benefits offer kar sakti hai, lekin iske liye careful planning aur ongoing effort ki zaroorat hoti hai. Common mistakes ko avoid karke, companies successful co-leadership setups bana sakti hain jo results drive karte hain aur collaboration ko badhate hain. Effective co-leadership mein clear communication, fair distribution of work, regular reviews, aur personal growth opportunities shamil hoti hain. Jab sahi tareeke se kiya jaye, co-leaders apni organizations ke liye extraordinary value create kar sakte hain.