Working for someone who is a people-pleaser may seem fairly innocuous or even desirable, but such leaders pose daunting challenges for their organizations. If you work for a people-pleaser, you most likely see the inherent problems and confess to seeking ways to maneuver around them. 

 

People-pleasing leaders have some beneficial traits, but their behaviors can threaten survival in today’s highly competitive and responsive business climate: indecisiveness, lack of direction, inability to retain adequate personnel, low accountability and overall inefficiency. 

 

People-pleasers have an excessive compulsion to be liked and appear likable. This tendency impedes their ability to influence results. Leadership coaching can help them learn several helpful approaches to combating the problem.

 

Are You a People-Pleaser?
 

People-pleasers focus on others’ reactions and are highly interested in building positive relationships and managing impressions and interactions. 
 

They want to be liked by as many people as possible to meet their psychological needs and achieve success, according to Dr. Beatrice Chestnut, author of The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace (Post Hill Press, 2017). People-pleasers endear themselves to others through three seemingly helpful communication tools: flattery, warmth and positivity.
 

People-pleasers’ need to be liked often seems dire and, as with most personality traits, is heavily influenced by childhood factors. Insecurities or fears manifest themselves in a variety of behaviors that are rarely acknowledged. When they please people around them, they feel a sense of well-being, Dr. Chestnut explains. This is both comforting and affirming, and pleasers hope it’s enough to bypass any potential rejection. By complimenting others, people-pleasers try to win over others by discerning what they want and giving it to them.

 

 

Even though people-pleasers view their world through this warped lens, some positive behaviors often emerge. People-pleasing leaders:
 

But there are many negative aspects, as well. People-pleasers:

 

It’s easy to imagine the organizational crises that can result from these leadership shortcomings. 

 

 

People-pleasers can be identified by some basic outward behaviors, none of which are alarming in and of themselves. But combine these behaviors, and you’ll find a leader who’s likely to be a source of problems. 

 

The people-pleasing personality is, in fact, a distinct leadership type, according to Dr. Chestnut. HR personnel and leadership coaches are trained to assess them and appropriately deal with the problems that arise with this leadership style.

 

This type of leader is exceedingly (perhaps unnecessarily) nice and relationally focused. They listen well and offer emotional support. They are recharged when harmony increases and drained when discord breaks out. Their feelings may be hurt when unity is disrupted. They are more drawn to the “yes” people than to those who challenge or raise opposing viewpoints. 

 

Leaders who want to be liked have a hard time asking for help or assigning work. Pleasers are outwardly bothered by those who fail to reciprocate with relationship-building, unity, or harmony. They are visibly disturbed by people who don’t share their priority of being considerate to others.  

 

Leaders with these traits will also display resentment over being left out, having their suggestions ignored, and being taken advantage of for their generosity. We may hear them venting their frustrations, but never directly to the person who displeased them.

 

When we see these behaviors on a consistent basis, it means we’re most likely dealing with a people-pleaser.

 

 

Understanding what goes on inside people-pleasers’ heads can help us work with them.

 

People-pleasing leaders are most comfortable when they receive approval, consensus, and mutual consideration. This makes them relationally productive, yet corporately productive only at the peak of harmony. They empathize well and feel the need to serve selflessly. They see the good in others and give them the benefit of the doubt.

 

Avoiding rejection is paramount to them, so they hide emotions that may upset others and suppress contrary opinions. This explains why they serve others with the hope that they’ll be served in return, without having to ask other people to do so. They become adept at reading others’ body language and are sensitive to others’ moods and preferences, allowing them to “shapeshift” to the most effective position to win people over.

 

People-pleasing leaders can strategize impression management to look good, receive affirmation and be liked. Being upbeat is important to them. They generally have the skills to lift people’s spirits and focus on meeting the needs of those who work for them. They may resort to manipulation as a means to a desired end.

 

Pleasers also develop blind spots that prevent them from seeing their own needs going unmet. They cannot recognize their own neediness, resentment, desire to blame others for ruined plans and loneliness, even while they’re surrounded by “friends.” They repress frustration over the lack of social reciprocity or co-unity. This can, in the extreme, impair their perceptions, cloud judgment, and lead to poor decisions.

 

 

It’s difficult to deal with people-pleasing leaders who cannot see what’s obvious to others. Colleagues and coaches can help guide them by asking several key questions:

 

Truthful answers to these questions can help people-pleasers see how their behavior negatively impacts their personal and professional lives.

 

 

It may be a struggle for people-pleasing leaders to identify their traits, so it’s important for seasoned colleagues or a leadership coach to employ tested approaches when working with them. The process begins with encouraging pleasers to step outside their comfort zones and establish healthy boundaries. They’ll need to observe their emotions and responses to uncomfortable situations and learn to grow more comfortable.

 

The following steps can help them improve self-awareness and build confidence:

 

People-pleasers need new guidelines and/or boundaries. They must learn that setting expectations and making requests of others are positive leadership behaviors. People are not as fickle as they may think. Leaders can learn to give critical, yet constructive, feedback, knowing it benefits everyone.

 

Pleasers should copy the following behavioral “cheat sheet” to their smartphones and tablets so it’s always within reach:

 

 

People-pleasing leaders can benefit greatly from their staff’s supportive gestures and understanding. Show appreciation when pleasers share their feelings or try to be transparent. Commend them on decisiveness and setting direction. Provide safe but meaningful feedback, mixed with praise whenever possible.

 

We can help people-pleasing leaders through dedication, teamwork and being reliable partners—steps we should take anyway. We can encourage delegating by suggesting action items or taking on tasks that need to get done.

 

As leaders leave behind their people-pleasing ways, everyone will see the improvements in organizational culture: productivity, direction, accountability, morale, team strength and true unity.