| p>I want to preface this article by saying that I | | | | brow, nodding non-stop while the person is |
| will be the first to admit that being a leader is | | | | speaking.) Sit calmly, and listen to the |
| very tough, especially considering the state of our | | | | problem...probe deeper with more questions, and |
| economy, the task of letting employees go and | | | | for God's sake, don't say one word about |
| the speed at which change is taking place. And...I | | | | "Well...this is what is going on...it's over in |
| too have my fair share of flaws. | | | | accounting!" (Accounting always gets blamed for |
| However, it is critical, even during tough times, for | | | | everything, so stop blaming your poor |
| leaders to take a step back and evaluate their | | | | accountants for your mistakes!) |
| leadership skills. And, this is really not for the | | | | Fatal Flaw Number 4: LACK OF VISION. This is |
| leader to do. It is the job of board members, | | | | really a tough one, because so many leaders |
| employees and the executive team to spend | | | | simply don't have a visionary bone in their |
| time giving feedback (a 360 degree review or a | | | | bodies...they can't see the big picture, they can't |
| 360 interview) so that the leader gets a crystal | | | | put the pieces of the puzzle together so that the |
| clear picture of how he is perceived. And...believe | | | | vision unfolds and they are honestly more tactical |
| me on this, 99% of a leader's day is spent in | | | | than strategic. Look at this picture to the |
| "managing perceptions" of others. If there is a | | | | right...can you imagine driving while blindfolded? |
| perception out there that you don't walk your talk | | | | That's a scary thought, but this is what followers |
| or you just don't have great people skills, then | | | | feel when a leader is driving their company |
| that is the perception from which you should | | | | forward without being able to see where they |
| begin a rigorous personal and leadership | | | | heck they are going. So, what happens? At |
| development plan. And, if you don't address | | | | the end of the day, the leader becomes more like |
| your flaws, you can hang yourself in a | | | | a task master...he starts to micro-manage, |
| heartbeat! (Yes...I know that we all want to | | | | complete tasks that others should be doing, or |
| focus on strengths, but when it comes to | | | | even worse...he will start off on a path that has |
| leadership, you have to address the leadership | | | | absolutely nothing to do with building the vision for |
| elephant in the room, or you will spend your day | | | | a company. |
| watching your top talent coming in and out the | | | | I recently met a CEO who I believe honestly |
| ever-revolving door.) | | | | would rather be a motivational speaker than a |
| So, in this blog today, I am going to lay out the | | | | leader. He spends his time going around speaking |
| five fatal flaws that I see leaders most often live | | | | on leading and managing others while his company |
| with that can quickly pull a leader off track, lose | | | | is clearly in the red. The time that he is |
| credibility and at the end of the day...destroy a | | | | investing in speaking to organizations on leadership |
| company or organization. | | | | could be invested in time with his team crafting a |
| Fatal Flaw Number 1: INDECISIVENESS. I see | | | | vision and strategy for moving from the red to |
| this one every day...a leader is at the top of the | | | | the black, but this convenient diversion is exactly |
| decision making tree, and she is stuck...completely | | | | what he needs to fuel his ego (that is my opinion |
| stuck! She spends her day on e-mail, stomping | | | | only!) If he really wants to be a motivational |
| out fires and gathering more data so that the | | | | speaker, then so be it...but the time it takes to |
| decision can be delayed. At the end of the day, | | | | solve issues is being drained by this focus on |
| this leader is usually afraid of making a decision | | | | motivational speaking. |
| that will take the company down. In my work | | | | Solution: Sit down with your core leadership team, |
| as a leadership coach, while there are always bad | | | | and craft out a compelling vision for your |
| decisions, the worst mistake is to be indecisive. | | | | company for the next year. This vision needs to |
| Through action, you can see what works and | | | | be filled with passion and direction and needs to |
| what does not work. If you have yourself | | | | be very short. It needs to be BIG...and a bit |
| surrounded with smart people, you will be able to | | | | scary (I believe Jim Collins and Jerry Porras calls |
| quickly change direction if you need to, but the | | | | these BHAGs (Big, Hairy, Audacious Goals!) Once |
| goal here is to MOVE! Act! | | | | that vision statement is crafted, it's then time to |
| Solution: Work with an executive coach on | | | | start living it, eating and breathing it! |
| identifying the leadership qualities which may be | | | | As an example, here is McDonald's vision |
| getting in the way of decision making and begin to | | | | statement: |
| work on a decision incrementalism program. | | | | "McDonald's vision is to be the world's best quick |
| With this approach, you take one big decision, | | | | service restaurant experience. Being the best |
| break it into multiple smaller decisions, and begin | | | | means providing outstanding quality, service, |
| to act. As you act, you will get feedback...both | | | | cleanliness, and value, so that we make every |
| good and bad, and through this process, you can | | | | customer in every restaurant smile." |
| begin to become more tolerant to "the heat" and | | | | So, whether or not you care for McDonald's is not |
| to a decision making process that will eventually | | | | relevant here...what is relevant is that they did not |
| unfold. The problem with decision making is | | | | say "We want to be a good quick service |
| always trying to get the big decision made in one | | | | restaurant." They said they want to be "the |
| fell swoop and just hoping and praying that you | | | | world's best quick service restaurant |
| "get it right". Each big decision has multiple parts, | | | | experience." And, this is evident every time I |
| and you have to start somewhere, get feedback | | | | drive by a McDonald's. There are lines wrapped |
| and then move on to the next, then the next | | | | around the building at 8, 10, 12, 2, 4 and beyond. |
| step. Once you have made multiple smaller | | | | And, while some are not always clean, most are |
| decisions, the big decision will be finished. | | | | usually very clean even considering the crowds |
| Fatal Flaw Number 2: ARROGANCE. I want to | | | | that go in and out all day long. |
| make something clear. I believe a bit of | | | | Fatal Flaw Number 5: LACK OF DEDICATION TO |
| arrogance is necessary in order to lead in today's | | | | PEOPLE DEVELOPMENT. Have you ever |
| world. The belief that you are competent, | | | | wondered why your employees are bored, |
| strong and that you have strong, solid ideas are | | | | restless, falling asleep at their desks and ready to |
| important for your followers to feel they can | | | | walk out the door? Trust me on this...it has very |
| trust you. What I am talking about here, is a | | | | little to do with money and much more about the |
| leader who: | | | | lack of training and development...or maybe you |
| - Always thinks he has the best answer | | | | are just downright boring as a leader! Maybe it's |
| - Discounts and dismisses the opinions of others | | | | time to spice up things a bit with some very |
| (including the rookies on the team) | | | | unconventional development approaches. |
| - Thinks he is better-looking, smarter and more | | | | Many people say that I harp on this one issue, |
| knowing than others | | | | because I am a coach and a trainer, and I have |
| - Is cold, distant and aloof | | | | to harp on this, because this is how I make my |
| - Makes others feel less than or inferior | | | | living, but that is just not the case. I harp on this |
| - Creates distance and gaps between himself and | | | | because 1) On the Strengths Finder Profile, my |
| anyone who does not "measure up" (which | | | | top two strengths are achiever and learner and 2) |
| believe me...in an arrogant leader's mind, this is just | | | | I know that without development, your |
| about everyone!) | | | | employees will become disengaged and move |
| Solution: Spend one hour each day inviting people | | | | onto a company that cares about their |
| from each level of your company into your | | | | development and 3) Every day, you should be |
| office, and allow them to speak without | | | | fully committed to building a strong succession line |
| interruption. Give their ideas very thoughtful | | | | of people who can step in and run the company |
| consideration, and find ways to implement a few | | | | should anything ever happen to you (God forbid!) |
| small ideas along the way. This could be | | | | It is quite common to see leaders just push this |
| anything...from using different cups at the water | | | | task off to someone in HR or the training division |
| fountain up to implementing a brand new | | | | of the company, but I believe that CEOs of |
| marketing strategy that is off the beaten path. | | | | today 1) Need their own development program |
| The goal here is to open up the gap and become | | | | and 2) Should be actively involved in the |
| more approachable. If you are an arrogant | | | | development and coaching of high potential |
| leader, this approach is going to take time. | | | | leadership candidates. If a CEO is removed from |
| People are going to be saying "What the hell is | | | | this process, she cannot possibly know where the |
| going on here? Our CEO has never cared about | | | | talent gaps lie. |
| our opinions or taken the time to talk to us" | | | | Solution: Dedicate one hour each day to |
| But, when practiced and implemented over time | | | | development of your people. Start by getting to |
| (and you must stick with this!), your employees | | | | know both the strengths and shortcomings of |
| will begin to admire you for being willing to take | | | | your key leaders and look for repeating patterns |
| this big step in a great direction. | | | | of both strengths and skill gaps across the |
| Fatal Flaw Number 3: FINGER POINTING. In | | | | company. With some investigative work, you will |
| leadership, we talk about blame, finger pointing | | | | be able to uncover a key leadership skill that is |
| and irresponsibility every day, but it continues to | | | | missing in many departments. Arrange for |
| happen...over and over again, leaders want to | | | | meetings with your top executive team to give |
| make excuses for why the ball is dropped, why | | | | them an appraisal of where they stand on the |
| customers aren't happy or why the leadership | | | | leadership development track and begin to set a |
| team is spending four hours a day on Facebook | | | | strong leadership and skill development plan into |
| and Twitter. He rationalizes away his failures | | | | motion for each individual in your company (and |
| and certainly is not open to feedback or | | | | yes...this should be a customized leadership |
| criticism...because "the dog ate my homework" | | | | development and skill development plan.) With |
| or...it's Susan in HR who is the real problem. | | | | this approach, your employees will dance out the |
| Let me say this clearly...stuff (I would use another | | | | door each morning, excited, because they know |
| s word, but I will allow you to fill in the blank) | | | | today holds the opportunity for a new skill, a |
| doesn't flow upstream...it flows DOWNSTREAM. | | | | stretch assignment or a new way of thinking and |
| If there are problems in your company, it's time | | | | seeing your organization. At the end of the day, |
| to wake up, look in the mirror and ask yourself | | | | you want to provide challenging and stretching |
| "What am I doing or not doing that is causing this | | | | tasks and assignments and allow the people in |
| issue to persist?" | | | | your organization the chance to "step up to the |
| Remedy: Sign a responsibility contract with | | | | plate." People WANT to be stretched, but they |
| yourself and your executive team. Vow to | | | | can't if you don't set the tone as a leader for |
| "take responsibility" whenever something goes | | | | being dedicated to seeing your people develop |
| wrong. When a problem pops up, admit it openly | | | | over time. You should be so willing to develop |
| by saying: "We have x issue, and I am going to | | | | your people that they will be recruited away by |
| take the heat here...I have not done x, and it's | | | | one of your competitors. While this is often hard |
| time to fix it...starting today, and I need your | | | | to swallow, if you have done your job in |
| help." On the same note, watch your body | | | | developing out the people in your organization, |
| language (blank stares, pencil thumping, furrowed | | | | they will think twice before leaving you! |