The 20 Sins of Leadership - Great Leaders Avoid behaviors

Have you ever wondered why some well-meaning individuals fail so consistently and miserably in their efforts to other leaders? They may occupy important positions, and their titles may give rise to expectations of great leadership, but somehow never seem to deliver the goods when it is actually more inspiration and guide. Instead, it depends on the strength of their situation, the ability to tell someone what to do and then expect to be done to convince others to work as expected. For these people, leadership is essentially a myth.

What is it that distinguishes the otherwise intelligent, motivated people who realize their full leadership potential? To find out, I conducted my research asking audiences nationwide one simple question. If you could tell your supervisor / manager one practical thing s / he needs to know important people, what would it be?

The same question is quite harmless. Yet, the comments that evokes are far-reaching organizational impact for leaders. From the hundreds of responses that I received since starting this research, I came what I call "The 20 Sins of Leadership". As you review this list, consider your own trends and see if your actions are silently sabotaging your growth and leadership development.

1. An obvious lack of Conduct.

Make no mistake about it. The followers are very attentive to the words and actions of their leaders. From personal observations, followers determine what behaviors are truly important and acceptable within the organization. If cleaning shop is a declared priority, does the leader maintain a tidy work space? If punctuality is important, it is always where the leader is supposed to be, when it is supposed to be there?

2. Using poor judgment.

Some leaders lose their ability to conduct due to falls temporary common sense. They act or speak before thinking. They decide before all the facts are in. They allow emotions to control their actions.

3. Being insensitive to the needs of others.

How did you feel the last time a manager came to you and asked for time off for "personal business?" Do you secretly feel that maybe he was trying to take advantage of you? Did you inwardly question her commitment to the mission? I ask, even for a moment, on your personal motivation? More importantly, how did you respond?

You said: "Jane, I do not see how you can afford to have out right now, with the proud bearing down on us? You better try to make other plans." Or was your answer just a little 'more in line with its needs, "Jane, you know it's a busy time, and you know better than anyone else what to be done before the show. But, if you have need some time off course you can have. Let me know what I can do to help at this end. "

You can be sure that Jane will monitor your response as carefully as you check your monthly sales. If you feel a concern because of you, his attitude towards you and, ultimately, to the organization, will be different.

4. Being too strict or too lenient.

Extremes of any kind can be deadly for aspiring leaders. The wisdom to know the appropriate times to "loosen" or "squeeze" is the key. Too strict and followers perceive as heavy-handed and authoritarian. Too lenient and become frustrated at the lack of structure. Work to get input from your employees, when possible, and then manage the structure of the agreed upon taking all those responsible for their behavior.

5. Being cold, aloof or arrogant.

As any impartial observer would conclude, such attitudes on the part of leaders tend to be guided by them, rather than designing them, their followers. How can we reasonably expect our employees, our followers, to respond to our leadership, if we have made every effort to let them know we're there for them?

6. Doing too much and too little leadership.

Often it is easier to do it yourself! But this is not the job of a leader. A leader must be able to show his followers that she is willing to do what is necessary to help, keeping in mind the true responsibilities of the position. Remember, the successful leader is one who can do the work of ten followers, the successful leader is one who can get ten followers to work!

7. To promote the impression of favoritism.

If the truth were known, most of us would admit to having favorites. Our favorite employees are usually the ones who are constantly on our work easier. Yet there is a big difference between having favorites and showing favoritism. Each employee is expected to be treated fairly and equitably by their leaders. We must be ever so careful to meet those expectations.

8. Individual betraying trust.

It 's hard enough to earn the trust of another. It 's even more difficult to restore trust once it is lost. Be men and women of integrity. Do not make promises you can not keep. Maintain confidentiality. And by all means, if you tell someone something that will do it ¬! These critical tasks are the core to maintain a high level of trust between leaders and followers.

9. Holding Grudges.

A strong argument could be made that grudges are the equivalent of cancer leadership. Persistent grudges that are not covered or fired in a timely fashion usually destroy the delicate fabric of leadership. Why? The followers are afraid that their mistakes and shortcomings, even those committed years before, have never really forgiven and certainly not forgotten.

10. Micro ¬ management.

Leaders do well to remember that there is more than one way to successfully complete most jobs. The process of incessantly probing, questioning, analyzing, criticizing and second guessing every decision made or action taken by the followers can lead to a predictable, "Well, why do not you do it yourself" attitude.

11. The inability to think strategically.

Employees like to know there is an organizational master plan in which they are playing a role. If leaders are unable to communicate that plan to followers, followers, or if you do not recognize the importance of their contributions, individual motivation may be lost.

12. Staffing ineffective.

The best leaders have learned the importance of followers to surround capable, determined. During this period of historically low national unemployment, some argue that it is almost impossible to find good employees. There is no doubt that this is a challenge. However, the best organizations recognize that to succeed, you need to hire for attitude and train for skills and not vice versa. They devote time and resources needed to identify and retain the best employees fit.

13. Reluctance to Adapt.

Let's face it. Not everyone thinks, acts, reacts, and works the same way. People are different, but we still work with them. The leader who makes a special effort to understand the differences among his followers is that employees tend to rally around.

14. Reflecting poor attitudes toward organizational policies and procedures.

Like it or not, attitudes and behaviors of followers are often a mirror image of the attitudes and behaviors of their leaders exposed. Leaders should never express their disapproval or contempt for internal decisions, policies or procedures for their followers. If the concern must be expressed publicly, make sure it is directed toward someone who has both the position and power to adequately address the problem. Complaining opening to followers, or even equal, however, can reduce an otherwise respected leader lamenting the state of discontent.

15. Establish parameters Vague or unclear.

Some of the best leadership advice I ever received was simple and straightforward. A leader can not always be able to predict what their followers do or say or think. However, employees should also be able to predict what will be their leader, or say or think. As a result, followers will be able to adapt to their behavior of the head. Simple, but effective.

16. Do not act when necessary.

This may be one of the most common obstacles blocks of effective leadership. Most of us dread conflict and confrontation. The avoided as long as possible, hoping the problem will simply go away. Do you? Of course not. Usually the problem grows and deteriorates during our period of procrastination. The most effective leaders act when they know they have.

17. Offering personalized advice.

My advice on personal advice? Do not give any. I might just take your followers. If they do, and your advice does not prove to be wise counsel, who do you think will blame for their new found challenges? There are enough problems associated with being an effective leader without creating unnecessary ones. Encouraging followers. Praise followers. Followers correct when necessary, but leave the advice to give to Dear Abby.

18. Being too ambitious.

Our company enjoys the success stories. The rags to riches, Horatio Alger stories are inspirational to us all. But being too ambitious can be seen as a negative by your followers. Remember that there are two ways to get to the top. First, I regret to say, you can reach by climbing over people. Many of us know a few people who have chosen this approach. However, the heads dedicated to know that there is an alternative route to the top. They know that you can also get to be raised by the people. I ask, which of the two approaches is the most solid foundation?

19. Allowing performance problems (your own or others) to continue.

As Cavett Robert said: "The school is never for the professional." We can not and should not be satisfied with average performance. Leaders must demand more of themselves before they can legitimately expect more from their followers. Take the time to identify areas of performance can and must improve. Then commit to doing it!

20. Allowing them to go to their head position.

Power and position can be an impressive combination. When individuals are placed in positions of leadership and responsibility, one of two things usually happens. They grow or swell. The growth is normal. The growth is good. Swelling is rather the first step before something bursts and rots. I think you get the picture.

No one has said that the leader would be easy. Heck, if it were, everyone would do it. But for now, the responsibility falls to those of us willing and able to work to become better leaders.