| As a consultant, a speaker and a trainer,
| |
| | 3) Like a cheap politician, they never
|
| I've hired, trained and worked with
| |
| | miss an opportunity totalk about their
|
| managers at every level of management.
| |
| | leadership skills, figuring that if
|
| The best of them have taught me most of
| |
| | theyproclaim that they're leaders
|
| whatever it is I know about business. The
| |
| | frequently enough, someone mightactually
|
| worst have also been a learning
| |
| | follow them. True leadership, on the
|
| experience. But while the best managers
| |
| | other hand,means never have to tell
|
| cover virtually every personality type
| |
| | someone you're a leader.
|
| imaginable, the worst--the very
| |
| | 4) They believe their own BS. Or
|
| worst--seem to have a number of
| |
| | desperately try to.
|
| characteristics in common. With apologies
| |
| | 5) They'd take credit for the sunrise, if
|
| to Steven Covey, I offer this completely
| |
| | they thought theycould get anyone to
|
| unscientific compilation of those traits,
| |
| | believe it. They're certain
|
| "The Seven Habits of Highly Defective
| |
| | they'reresponsible for anything their
|
| Managers."
| |
| | people might accomplish--thoughfailures,
|
| 1) They rely on other people for their
| |
| | mistakes and screw-ups are obviously
|
| thinking. Whatever theidea of the moment
| |
| | someone else'sfault.
|
| happens to be, that's what they believe.
| |
| | 6) They're sure their own successes are
|
| They're not only up on all the latest
| |
| | the result of theirsuperiority and/or
|
| clichés and buzzwords,they pride
| |
| | their favor in the eyes of God.
|
| themselves on it.
| |
| | Otherpeople are lucky, started with
|
| 2) No matter how much they may prattle on
| |
| | silver spoons hanging out ofvarious
|
| about openness,inclusiveness, innovative
| |
| | orifices, or just butt kissed their way
|
| thinking and tolerance, they insistupon
| |
| | to the top.
|
| conformity. And obedience.
| |
| |
|
