| Have you ever wondered why some | | | | delicate fabric of leadership. Why? Followers are |
| well-meaning individuals fail so consistently and | | | | fearful that their mistakes and shortcoming, even |
| miserably in their attempts at leading others? | | | | those committed years before, are never really |
| They may occupy important positions, and their | | | | forgiven and certainly not forgotten. |
| titles may give rise to great leadership | | | | 10. Micro¬managing. |
| expectations, but somehow they never seem to | | | | Leaders do well to remember that there is more |
| deliver the goods when it comes to actually | | | | than one way to successfully complete most |
| inspiring and leading others. Instead, they depend | | | | jobs. The process of incessantly probing, |
| on the power of their position the ability to tell | | | | questioning, analyzing, criticizing and |
| someone what to do and then expect that it will | | | | second-guessing every decision made or action |
| be done to get others to perform as they should. | | | | taken by followers can eventually lead to a |
| For such people, leadership is essentially a myth. | | | | predictable, "well, why don't you do it yourself" |
| What is it that stands in the way of otherwise | | | | attitude. |
| intelligent, motivated people realizing their full | | | | 11. The Inability to Think Strategically. |
| leadership potential? To find out, I conducted my | | | | Employees like to know there is an organizational |
| own research asking audiences nationwide one | | | | master plan in which they are playing a part. If |
| simple question. If you could tell your supervisor | | | | leaders are unable to communicate that plan to |
| manager one practical thing s/he needs to know | | | | followers, or if followers don't recognize the |
| about leading people, what would it be? | | | | significance of their contributions, individual |
| The question itself is harmless enough. Yet, the | | | | motivation can be lost. |
| comments it evokes have far reaching | | | | 12. Staffing Ineffectively. |
| organizational impact for leaders. From the | | | | The best leaders have learned the importance of |
| hundreds of responses I have received since | | | | surrounding themselves with capable, determined |
| initiating this research, have come what I call "The | | | | followers. During this period of historically low |
| 20 Leadership Sins." As you review this list, | | | | national unemployment, some argue that it is all |
| consider your own tendencies and see if your | | | | but impossible to find good employees. There's no |
| actions are silently sabotaging your leadership | | | | question that it is a challenge. However, the best |
| growth and development. | | | | organizations recognize that to be successful, you |
| 1. An Obvious Lack of Self Discipline. | | | | must hire for attitude and train for skills, not the |
| Make no mistake about it. Followers are very | | | | other way around. They dedicate the time and |
| attentive to the words and deeds of their leaders. | | | | resources necessary to identify and retain the |
| From personal observations, followers determine | | | | best suited employees. |
| what the truly important and acceptable behaviors | | | | 13. Unwillingness to Adapt. |
| are within the organization. If store cleanliness is a | | | | Let's face it. Not everyone thinks, acts, reacts or |
| stated priority, does the leader maintain an orderly | | | | works the same way. People are different, yet |
| work area? If punctuality is important, is the | | | | we still have to work with them. The leader who |
| leader always where he is supposed to be, when | | | | makes a special effort to understand the |
| he is supposed to be there? | | | | differences in his followers is the one that |
| 2. Using Poor Judgment. | | | | employees tend to rally around. |
| Some leaders lose their ability to lead because of | | | | 14. Reflecting Poor Attitudes toward Organizational |
| temporary lapses in good judgment. They act or | | | | Policies and Procedures. |
| speak before they think. They decide before all | | | | Like it or not, the attitudes and behavior of |
| the facts are in. They allow emotions to control | | | | followers are often a mirror image of the |
| their actions. | | | | exhibited attitudes and behaviors of their leaders. |
| 3. Being Insensitive to the Needs of Others. | | | | Leaders should never express their disapproval or |
| How did you feel the last time a manager came | | | | contempt for internal decisions, policies or |
| to you and asked for time off for "personal | | | | procedures to their followers. If concern needs to |
| business?" Did you secretly feel that maybe she | | | | be voiced publicly, make sure it is directed toward |
| was trying to take advantage of you? Did you | | | | someone who has both the position and power to |
| inwardly question her commitment to the | | | | adequately address the problem. Complaining |
| corporate mission? Did you wonder, even for a | | | | opening to followers, or even peers, can |
| moment, about her personal motivation? More | | | | unfortunately reduce an otherwise respected |
| importantly, how did you respond? | | | | leader to the status of whining malcontent. |
| Did you say, "Jane, I don't really see how we can | | | | 15. Establishing Unclear or Vague Parameters. |
| afford to have you out right now, with the trade | | | | Some of the best leadership advice I ever |
| show bearing down on us? You'd better try to | | | | received was simple and straightforward. A leader |
| make other plans." Or was your response just a | | | | may not always be able to predict what their |
| bit more in line with her needs, "Jane, you know | | | | followers will do, or say, or think. However, |
| that it's a busy time, and you know better than | | | | employees must always be able to predict what |
| anyone else what needs to be done before the | | | | their leader will do, or say, or think. As a result, |
| trade show. But, if you need some time off, of | | | | followers will be able to adapt and adjust their |
| course you can have it. Just let me know what I | | | | behavior to that of the leader. Simple, but |
| can do to help you out on this end." | | | | effective. |
| You can be sure that Jane will monitor your | | | | 16. Failing To Act When Necessary. |
| response just as carefully as she monitors her | | | | This may be one of the more common stumbling |
| monthly sales figures. If she senses a since | | | | blocks of effective leadership. Most of us dread |
| concern on your part, her attitude toward you | | | | conflict and confrontation. We avoid it as long as |
| and ultimately, toward the organization, will be | | | | possible, hoping that the problem will simply go |
| different. | | | | away. Does it? Of course not. Usually the problem |
| 4. Being Too Strict or Too Lenient. | | | | grows and festers during our period of |
| Extremes of any sort can be deadly to aspiring | | | | procrastination. The most effective leaders act |
| leaders. The wisdom to recognize the appropriate | | | | when they know they should. |
| times to "loosen up" or to "tighten down" is key. | | | | 17. Offering Personal Advice. |
| Too strict and followers perceive you as being | | | | My advice on personal advice? Don't give any. |
| heavy handed and authoritarian. Too lenient and | | | | Your followers might just take it. If they do, and |
| they become frustrated with the lack of | | | | your advice does not prove to be wise counsel, |
| structure. Work to get input from your | | | | who do you think they will blame for their new |
| employees whenever possible, and then manage | | | | found challenges? There are enough problems |
| the agreed upon structure by holding everyone | | | | associated with being an effective leader without |
| responsible for their individual behaviors. | | | | creating unnecessary ones. Encourage followers. |
| 5. Being Cold, Aloof or Arrogant. | | | | Praise followers. Correct followers when |
| As any impartial observer would conclude, such | | | | necessary, but leave the advice giving to Dear |
| attitudes on the part of leaders tend to drive | | | | Abby. |
| them from, rather than drawing them to, their | | | | 18. Being Overly Ambitious. |
| followers. How can we reasonably expect our | | | | Our society revels in success stories. The rags to |
| employees, our followers, to respond to our | | | | riches, Horatio Alger stories are inspirational for all |
| leadership if we have not made every effort to | | | | of us. But being too ambitious can be seen as a |
| let them know that we are there for them? | | | | negative by your followers. Remember there are |
| 6. Doing Too Much and Leading Too Little. | | | | two ways to get to the top. First, I am sorry to |
| Often it is easier to do it yourself! But that's not | | | | say, you can get there by climbing over people. |
| the job of a leader. A leader must be able to | | | | Most of us know a few people who have chosen |
| show her followers that she is willing to do what | | | | that approach. However, dedicated leaders know |
| is necessary to help, while keeping in mind the | | | | that there is an alternative route to the top. They |
| true responsibility of the position. Remember, the | | | | know you can also get there by being lifted up by |
| successful leader is not the one who can do the | | | | people. I ask you, which of the two approaches |
| work of ten followers; the successful leader is the | | | | has the firmer foundation? |
| one who can get ten followers to work! | | | | 19. Allowing Performance Problems (Their Own or |
| 7. Promoting the Impression of Favoritism. | | | | Others) to Continue. |
| If the truth were known, most of us would admit | | | | As Cavett Robert said, "School is never out for |
| to having favorites. Our favorite employees are | | | | the professional." We cannot and should not be |
| usually the ones who consistently make our jobs | | | | satisfied with average performance. Leaders must |
| easier. Yet there is a major difference between | | | | demand more of themselves before they can |
| having favorites and showing favoritism. Every | | | | legitimately expect more from their followers. |
| employee expects to be treated fairly and | | | | Take the time now to identify performance areas |
| equitably by their leader. We must be ever so | | | | you can and should improve. Then commit to |
| careful to meet those expectations. | | | | doing it! |
| 8. Betraying Individual Trust. | | | | 20. Allowing Their Position to Go to Their Head. |
| It's hard enough to earn the trust of another. It's | | | | Power and position can be an awesome |
| harder still to reestablish trust once it has been | | | | combination. When individuals are placed into |
| lost. Be men and women of integrity. Don't make | | | | positions of leadership and responsibility, one of |
| promises you can't keep. Maintain confidentiality. | | | | two things normally happens. They either grow or |
| And by all means, if you tell someone you will do | | | | they swell. Growth is normal. Growth is good. |
| something ¬do it! These critical tasks are the | | | | Swelling on the other hand is the first step before |
| nucleus of maintaining a high level of trust | | | | something bursts and rots. I think you get the |
| between leader and follower. | | | | picture. |
| 9. Holding Grudges. | | | | No one said that leading would be easy. Heck, if it |
| A strong argument could be made that grudges | | | | were, everyone would do it. But for now, the |
| are the equivalent of cancer to leadership. | | | | responsibility falls to those of us willing and able to |
| Lingering grudges which are not addressed or | | | | work to become better leaders. |
| dismissed in a timely fashion usually destroy the | | | | |