The Top Ten Mistakes Leaders Make

8/8/2019 The Top Ten Mistakes Leaders Make

1/27

ByHaris Ibrahim


2/27

Dirty Delegation Refusing to Relax and

Let Go


3/27

Fear ofLosingAuthority

Fear ofwork being done poorly

Unwillingness to take the necessary time

Fear ofdepending on others

Lack ofleadership training and positive

delegation experience


4/27

Lack ofempathy for theenlisted folks

Failure to give work to others

Failure to stay in touch

Short-circuiting the decision-making process

Playing the inner circlegame


5/27

Low Interest

Low Motivation

Low Skill

High Interest

High Motivation

High Skill

Telling ----------------Selling------------------- Participating ----------------- Delegating

The Follow-Through Styles of Different Workers


6/27

Faith

Release

Relax

Accountability

Affirmation

Patience

Vision

Authority

Pass the Monkey


7/27

CommunicationChaos Singingfrom the

Same page in

the Hymnal


8/27

Never assume that anyone knows anything

Oral

Informal

Spontaneous

Active

Lively

Written

Formal

Planned

PassiveLiturgical

Communication Patterns

Birth Adolescence Maturity


9/27

The higher yougo, the more sensitive you have

to be regardingcommunication

Consequences ofnot informingeveryone are

CommunicationChaos and Damaged

Relationships

CascadingCommunication

Ripples in a pond after youcast

in a stone


10/27

Effectives Leaders areAvid Listeners

Too little time

Too many people

Pressure

Distance

Too much Knowledge

Pride

CommunicationOverload


11/27

TheVision andValues ofthegroup

TheChain ofCommand

OrganizationalChart

Job Description / Position Description


12/27

There are no Little people in organization everyone is

important

Regular press conferences

Usefaxes & emails to keep communication fresh

Stand-up meetings to avoid lengthy discussions

Face to faceCommunication

MbWA

HOTCommunication Honest, Open andTransparent


13/27

MissingTheClues ofCorporateCulture The

Unseen Killer ofMany Leaders


14/27

Organization culture is like theglue in plywood you

are not totally aware ofit until you try to it apart

Culture is the shared values and behaviors that knit a

community together. Its the rules ofthegame.

Strongcultures contribute to organizational success

when theculture supports themission, goal and

strategy of the organization


15/27

Contrasting Values And Beliefs InCorporateCulture

Values Beliefs

Preferences MoralAbsolutes

Tastes Black & White

Regional &Cultural Ethical Issues

Methodology, not Methodology Right & WrongValues

As a leader, spend some time alone and really think about your

ownValues & Beliefs.Then work with your relationship team

and list the values and beliefs your whole team believes in.


16/27

Better evaluation ofOrganization Effectiveness

Better understanding ofDivision andConflict

Increased leadershipCompatibility

Accountability ofLeadership Behaviour

Better Recruitment & Placement ofPersonnel

BetterT

raining ofthe Staff Better Recognition ofCareerChoices

Intelligent Decision Making on Mergers, Acquisitions or Joint

Efforts


17/27


18/27

Success Without Successors PlanningYour

Departure the

Day You Start


19/27

Leaders tend to stay too long in a position

rather than not longenough Leaders who stay too long do

much more damage than those

who dont stay longenough

Success without a Successor is FailureSuccess without a Successor is Failure


20/27

The organization doesnt like the new person or vice versa

There is a corporatecultureconflict Values & Beliefs

dont match Theleader fails miserably in his newly assigned

responsibilities

The old guard sabotage theefforts ofthe new leader

The old leader fails to leave or reappears

The new leader fails to win a following

because ofpoor interpersonal skills


21/27

Fear ofretirement

Resistance to change Self-worth

Lack ofconfidence in a successor

Lovefor the people and job

Loss ofinvestment


22/27

Upward Monitoring

Leaders being replaced by new leaders

Downward Monitoring Leaders wholl replace the old Leaders

Internal Peer Monitoring

Peers with in the organization who help you to sharpen your

shortcomings

External Peer Monitoring

Peer relationships outside the organization who are roughly at the

same stage ofmaturity and career development as you are


23/27

FailureTo FocusOnTheFuture Prepare

Yourself

Its LaterThan YouThink


24/27

A leader is one who sees more than others see, who

sees farther than others see, and who sees before

others do

Past successes are Greater Roadblocks to future

accomplishments

The democratization oforganizations is threatening

the very survival ofmany more traditional

organizations


25/27

People arequick to criticize innovations,

becausechanges frighten them

Leaders who dont change with thechanging

climate offuture world willfind themselves only

a museum attraction

Leaders have to lead into thefuture despite the

naysayers and opposition


26/27

Set aside time to think about thefuture

1. What are the strengths ofour group?

2. What are our weaknesses?3. What should our highest priority be?

4. What do we do well?

5. What do we do poorly?

6. What are the barriers in our way to success and glory?

Develop a fresh vision statement

Get together and set strategicgoals

Concentrate and eliminate


27/27

The Top Ten Mistakes Leaders Make

Documents

Transcript of The Top Ten Mistakes Leaders Make