Dysfunctional Habits Of Highly Functioning Leaders
- January 23, 2017
- Posted by: marlenedubois
- Category: CPR Training
My mission is usually “to help business leaders discover in addition to achieve their potential.” One of the things that will I discover is usually that will many business leaders – more than half – limit their success because of inadequate attention to reflection in addition to self-examination.
My clients might say that will I’m not prone to make or accept excuses, in addition to that will my approach is usually rather direct. In that will spirit:
If you believe, or even suspect, that will your past or current success preordains future success, you are in deep trouble! The people I know who sustain enduring professional success are those who can balance their self-assured, rightfully-deserved confidence having a healthy dose of “Oh my God, what do I do next?” suspicion of their own success in addition to potential – enough to keep themselves honest, reasonably objective, in addition to appropriately paranoid.
As the Bard might say, “Herein lies the rub.” The greater your current success in addition to the higher your perch, the greater the likelihood that will you are headed for a fall because of the deceptions your mind feeds you. Some of those, as well as my responses, follow:
THE LIE – I am successful because I am intelligent, insightful in addition to competent about all things. If the people who criticize me or volunteer feedback were as capable as I am, they’d be as successful as I am. They’re not, ergo…
THE TRUTH – You got where you are because of your assets in addition to in spite of your liabilities. Additionally, attributes that will may have comprised the strengths required for previous success may at that will point be the liabilities keeping you through future success. An example: Your early success may have occurred because the item required strong strategic in addition to analytic skills, two of your personal strengths. You at that will point run a more mature enterprise having a requirement for superior operating management. If the voice in your head provides rationale for sustaining a status quo that will has outlived its usefulness, you in addition to your company are headed for deep yogurt.
THE LIE – Every personal exchange, whether one-on-one or in larger meetings, must give everyone an “aha” moment. My comments must demonstrate that will I am omniscient, that will I have command of all of the relevant dimensions of the business, in addition to that will I am “the man.”
THE TRUTH – Get over yourself. First, in an executive chair, you get paid to ask great questions, not to have all of the answers. If you want to create a lasting, productive impression in addition to do some real Great, the next time you critique a presentation, instead of saying, “that will’s wrong; do that will,” ask, “What were the options you considered, in addition to what motivated you to make the recommendation you did?” In lieu of saying, “Your recommendation doesn’t comport with our strategy,” ask, “How does your recommendation drive our strategic success?”
Second, when you have nothing of real value to add, don’t add the item. Before creating a comment, ask yourself, “Does what I intend to say contribute to fulfilling my conditions of satisfaction, the success in addition to development of the additional person/people, our customers’ satisfaction in addition to our shareholders’ value?”
THE LIE – I’m in charge, the grand poobah, the main gazane, the great in addition to powerful Oz. I can do whatever I want to! I’ve earned that will right.
THE TRUTH – Exercising your prerogatives has nothing to do with creating organizational success. Over time, if you depend on the job title on your business card to move people to do what you want them to do, you are dead! If, however, you believe that will enthusiastic, voluntary contribution is usually a better road to success than indentured servitude, you’ll take another route.
THE LIE – I know what people are thinking. I’m an “open” guy. My people know that will they can come to me with any concern, issue or problem in addition to that will they’ll get an open hearing.
THE TRUTH – You do not know what others think or vice versa. You must create in addition to exploit formal feedback mechanisms to get a valid, ongoing sense of what people are thinking. Employee surveys are great, yet they’re inadequate. They don’t convey emotion; they don’t allow for probing; they don’t allow you to “peel the onion” to get an explicit sense of deep truth.
One CEO I know (in addition to that will is usually a guy who runs a Fortune 100) spends about 10 hours a month talking one-on-one with people at all levels of his company. At first, the item made people uncomfortable. at that will point, they definitely get into the item. He learned a couple of important lessons along the way. First, nothing beats nose-to-nose contact. Second, when you create a high level of openness, you inherit a responsibility for what you do (in addition to even more importantly, don’t do) with what you learn.
THE LIE – People understand my motives; they’ll forgive my idiosyncratic behavior.
THE TRUTH – No they don’t, in addition to no they won’t. the item’s funny, yet as early as age several, we have a Great idea of the impact that will additional people’s behavior has on us. Most of us, however, never fully develop an appreciation for the impact that will our behavior has on others. We assume that will they know what we’re thinking, feeling in addition to what our motives are.
Do you remember when you were in elementary school in addition to ran into one of your teachers inside the grocery store? Do you remember your reaction? Here’s a guess: You sheepishly said, “Hi, Mr. Smith.” What you were thinking, however, was, “What’s Mr. Smith doing here inside the grocery store?” the item was as if Mr. Smith, because of his lofty position as your teacher, should be above going grocery shopping.
Some things never change. When you hold a position of authority, you assume characteristics in addition to attributes in people’s minds simply by virtue of your position. Whether you perceive that will ought to be the case misses the point. If you are “the boss” (pardon me, Bruce), you are likely to conduct yourself having a level of virtue that will exceeds that will of mere mortals.
If you are a senior executive or aspire to be, you’ll be wise to be mindful of these pitfalls in addition to to create processes to avoid them.
Copyright 2012 Rand Golletz. All right reserved.