How come a leader can be effective in one organization, move to another, and seem to fail miserably?
"If you want to build a ship, don't drum up the men to go to the forest to gather wood, saw it, and nail the planks together. Instead, teach them the desire for the sea." - Antoine de Saint-Exupery
A Leadership Mystery?
In both corporations and other types of organizations, particularly those in the sports world, there is a clear phenomenon that can help us understand leadership. A person (CEO, manager, coach) can be tremendously successful in one organization or team, but move to another and fail miserably. This is quite common. What does it mean? There really is no mystery here. It has to do with what determines leadership success. It's obvious that the ability to succeed as a leader has to do with the personal skills and abilities (and beliefs, values) of the leader. That's the usual way we think about leadership success. What gets lost, despite strong evidence, is that success in leadership has to do with the fit between what a particular leader brings, and the situation or context, and the characteristics of the followers. Some situations require firmer leadership approach, some a more gentle approach. Some require a degree of charisma while in other situations, that's not important. When a leader moves from one situation or organization to another, and is not able to adapt (i.e. continues to use what worked but what may not work in the new situation), the result can be failure. Both companies and sports teams sometimes recognize this in their hiring, but leaders sometimes get stuck in doing what worked in the past, in a different situation, rather than adapting to the new situation. Moreover if in his previous organization if his st yle was Team Player, but new one doesn¶t need that style, it needs more focus on Motivation that is is charismatic, sociable etc. Power style if he was autocratic, where he tells his employees what he wants to be done, and will get not any advices from his followers etc as this style should be used rarely, but if it suits him in the particular organization, it should be implemented. And if current organization does not acquire Autocratic style, simply one should analyze the best way of Power style that is participative or Free-rein as per figure shows
The iti l eff t i that aki a team i modern leadershi & management, in a team one should delegate, Staff satisfaction & disci line, acilitation or ena bling fun is the most riorit etc.
ere O es
There are many reasons hy leaders fail, many of hich are out of the leader¶s control. ther reasons they fail have to do ith the leader h imself. These are the "sincere failures," those ho, despite their best, somehow, in the end, still didn¶t get it right. The reason for sincere failure differs at each stage of a career. hen starting out, the principle reason for the sincere failure is that of not creating followers. They have heard about the difference between managing and leading, for instance, but they don¶t really get it. They never reali e that their vaunting expertise isn¶t what people are looking for± their people, after all, have expertise of their own, thank you! hat their people really want from their leader is attention: They want their work to accomplish something and they want to be recogni ed for accomplishing it. They¶ll stay and grow and contribute to an organi ation when they are valued, and the leader is the prime giver of that value. The next level of sincere failure we call the "charismatic" leader, the one who makes everyone feel like they matter BUT« only if they matter to him. This is the leader with a vision who is out to accomplish something big ± but it¶s only about her! A leader¶s vision can have many sources, but to lead to lasting success, a vision has to come from the leader¶s values, the utterly implacable devotion of a leader to have something in the world been better for others. A sincere failure at this level is one that mistakes ego for values. hen a leader is making her values come to fruition, she will share it with everyone, and anyone to make it happen, and is not concerned about taking credit, or getting rich. In fact, the leader working out of a set of values would do the work for free ± and many do, if they can afford to. The leader, who is in it for ego, wants it his way or no way, wants something out of it, and always sees the process as a ero sum game: If I don¶t get it, someone else will, so I am going to get it. inally, the few leaders who have left an imprint of themselves and their values on companies and on their slices of the world can experience the sincere failure of debilitating doubt. These seasoned, experienced leaders cannot see their own value, nor what they as individuals bring into the world. Instead they too closely attribute their success to their managerial talent, their deft leader¶s touch, or to good luck or to some other external factor. They become debilitated because what is being asked of them is to give more of themselves to larger and even more significant issues, but they don¶t feel ualified, able or as though they hav e the energy. It¶s the golf course for these folks. Sincere failures are the result of not taking on the task of personally growing into larger worlds and larger challenges. hile they are deeply personal, we all suffer± especially the last two. eading is a special privilege and responsibility offered to just a few. Those who step into this role also need to step out of their small lives into
larger worlds of values and vision. They need to give to others from the vast well of their lives. They need to dare to lead greatly. In the recent past, we've witnessed the public downfall of leaders from almost every area of endeavour business, politics, religion, and sports. ne day they're on top of the heap, the next, and the heaps on top of them. f course, we think that such catastrophic failure could never happen to us. e've and we won't worked hard to achieve our well deserved positions of leadership give them up for anything! The bad news is: the distance between beloved leader and despised failure is shorter than we think.
WARNING SIGN #1: A Shi i F
This shift can occur in several ways. ften, leaders simply lose sight of what's important. The laser-like focus that catapulted them to the top disappears, and they become distracted by the trappings of leadership, such as wealth and notoriety. eaders are usually distinguished by their ability to "think big." But when their focus shifts, they suddenly start thinking small. They micro manage, they get caught up in details better left to others, and they become consumed with the trivial and unimportant. And to make matters worse, this tendency can be exacerbated by an inclination toward perfectionism. A more subtle leadership derailed is an obsession with "doing" rather than "becoming." The good work of leadership is usually a result of who the leader is. hat the leader does then flows naturally from inner vision and character. It is possible for a leader to become too action oriented and, in the process, lose touch with the more important development of self. hat is your primary focus right now? If you can't write it on the back of your business card, then it's a sure bet that your leadership is suffering from a lack of clarity. Take the time necessary to get your focus back on what's important. urther, would you describe your thinking as expansive or contractive? f course, you always should be willing to do whatever it takes to get the job done, but try never to take on what others can do as well as you. In short, make sure that your focus is on leading rather than doing.
WARNING SIGN #2: P
r C mmu i
A lack of focus and its resulting disorientation typically lead to poor communication. ollowers can't possibly understand a leader's intent when the leader him - or she isn't sure what it is! And when leaders are unclear about their own purpose, they often hide their confusion and uncertainty in ambiguous communication. Sometimes, leaders fall into the clairvoyance trap. In other words, they begin to believe that truly committed followers auto matically sense their goals and know what they want without being told. isunderstanding is seen by such managers as a lack of effort or commitment on the listener's part, rather than their own communication negligence.
"Say what you mean, and mean what you say" is timeless advice, but it must be preceded by knowing what you mean! An underlying clarity of purpose is the starting point for all effective communication. It's only when you're absolutely clear about what you want to convey that the hard work o f communicating pays dividends.
WARNING SIGN #3: Risk Aversi
Third, leaders at risk often begin to be driven by a fear of failure rather than the desire to succeed. Past successes create pressure for leaders: " ill I be able to sustain outstanding performance?" " hat will I do for an encore?" In fact, the longer a leader is successful, the higher his or her perceived cost of failure. hen driven by the fear of failure, leaders are unable to take reasonable risks. They want to do only the tried and proven; attempts at innovation -- typically a key to their initial success -- diminish and eventually disappear. hich is more important to you: the attempt or the outcome? Are you still taking reasonable risks? Prudent leadership never takes reckless chances tha t risk the destruction of what has been achieved, but neither is it paralyzed by fear. ften the dance of leadership is two steps forward, one step back.
WARNING SIGN #4: E hi s Slip
A leader's credibility is the result of two aspects: what he or she does competency) and who he or she is character). A discrepancy between these two aspects creates an integrity problem. The highest principle of leadership is integrity. hen integrity ceases to be a leader's top priority, when a compromise of ethics is ratio nalized away as necessary for the "greater good," when achieving results becomes more important than the means to their achievement -- that is the moment when a leader steps onto the slippery slop of failure. ften such leaders see their followers as pawns, a mere means to an end, thus confusing manipulation with leadership. These leaders lose empathy. They cease to be people "perceivers" and become people "pleasers," using popularity to ease the guilt of lapsed integrity. It is imperative to your leadership that you constantly subject your life and work to the highest scrutiny. Are there areas of conflict between what you believe and how you behave? Has compromise crept into your operational tool kit? ne way to find out is to ask the people you depend on i f they ever feel used or taken for granted.
WARNING SIGN #5: P
r Sel M
Tragically, if a leader doesn't take care of him - or herself, no one else will. Unless a leader is blessed to be surrounded by more -sensitive-than-normal followers, nobody will pick up on the signs of fatigue and stress. eaders are often perceived to be superhuman, running on unlimited energy. hile leadership is invigorating, it is also tiring. eaders who fail to take care of their physical, psychological, emotional, and sp iritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life -- and check them often!
When a gauge reaches the "empty" point, make time for refreshment and replenishment. lear your schedule and take care of your self -- it's absolutely vital to your leadership that you continue to grow and develop a task that can be accomplished only when your tanks are full.
WARNING SIGN #6: L st L ve
The last warning sign of impending disaster that leaders need to heed is a move away from their first love and dream. Paradoxically, the hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the dream that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them. They must stick to what they love, what motivated them at the first, to maintain the fulfilment of leadership. To make sure that you stay on the track of following your first love, frequently ask yourself these three questions: Why did I initially assume leadership? Have those reasons changed? Do I still want to lead?
Noti e the Si ns
The warning signs in life -- from stop lights to prescription labels -- are there for our good. They protect us from disaster, and we would be foolish to ignore them. As you consider the six warning signs of leadership failure, don't be afraid to take an honest look at yourself. If any of the warnings ring true, take action today! The good news is: by paying attention to these signs and heedi ng their warnings, you can avoid disaster and sustain the kind of leadership that is healthy and fulfilling both for yourself and your followers.
Five Reasons Why Leaders Fail
ore often than not a company¶s success is tied to the strong leadership skills of the person at the helm. That person can lead his colleagues to success, but it is also true that a company¶s fortunes can follow those of a leader who believes they have things under control, only later to be blindsided by mistakes they don¶t realize they are making. any of these failed leaders share common traits that mark their fate. Here are five common mistakes:
1. You¶re oblivious to
hat people think about you.
You¶re a leader who naturally commands respect. If your direct reports have a problem with you, you¶d know it, right? r would you? ost leaders assume that their team will let them know; this is a perfectly normal assumption to have. After all, if you had an issue with your boss, you¶d let them know exactly what was on your mind, right? Even if you have the guts to provide that level of feedback, you can¶t assume that your team is sharing with you all your quirks and mishaps. What steps can you take to ensure you are not oblivious to your impact on others? ake a list of people you trust who will be brutally honest with you. Ideally this list would include direct reports, peers, and superiors, but if you¶re nervous, start with trusted colleagues. Some people may be sceptical about your sincerity or be afraid to speak frankly, so reassure them that you are doing this to get both positive and
critical feedback. et them know you are open to change, that you value their opinion, and that you won¶t hold anything they say against them. This also begs the question: when you do get the feedback, can you actually hear what they are telling you? An emotionally intelligent leader is one who will stop to truly understand how he/she is impacting others around them. When you ask for feedback, keep you from interrupting or defending yourself; simply sit back, listen, and take notes. et the feedback sink in. What is one thing you can do differently, knowing what you now know? nce you start making visible effort to change a few things that have bugged the people around you, their respect of you will grow.
2. You ealously uard your own turf.
You¶ve climbed the ladder and made it to the top of your game and you¶ll be damned if anyone else is going to challenge your position. You¶re going to guard your turf from any threat to your position and seniority ± it¶s the natural human reaction, but is trying to protect yourself really the best thing to do? Instead of blindly reacting out of self-defence, take the time to step back and reflect on what you are afraid of losing. Step out of your own viewpoint for a moment ; put yourself in your adversaries¶ shoes and see if you can reframe your perspective on the situation. ook for opportunities to collaborate rather than to compete. Instead of looking just at what¶s best just for you or your team, hold the company¶s mission in mind and look for the win -win. If you have engaged in turf wars in the past, you might have to go back and repair some damage. Remember that strong ideas don¶t just sell themselves; truly effective leaders rely on building and aintaining relationships to get things done. Re-building trust²especially with former enemies²will build your level of influence and power. Build off common ground to turn your enemy into an advocate. This will require more time and effort on your part, but will be well worth i t. If turf guarding felt like the right thing for you to do at first, then making a habit out of turning supposed enemies into friends will soon feel just as natural«and reap much bigger benefits over time.
3. You¶re waiting around to be handed ³the big plan.´
You¶re doing a terrific job with the mission you¶ve been handed, and you understand your roles and Responsibilities. Great! What about your long-term vision for your team and how that will move the Needle for the overall organization. We¶ve seen executives do this time and again: They wait and wait to get direction ±- the big plan ±- from their superiors so they can align their plan with the big plan. The problem is the ³big plan´ rarely comes, and execs keep waiting instead of initiating. In the meantime, your team members are wasting their energy on make-work projects or sitting idly by, losing confidence in you with every day they don¶t have a firm direction. You are being paid the big bucks to figure it out; waiting around is just an excuse to procrastinate. You don¶t need to wait for the E ¶s big plans to have your own. Your role is to take charge, especially in times of ambiguity when the senior execs are hammering it out themselves.
To determine your own ³big plan,´ first figure out where you wan t to be at the end. Start with the longest possible view: what is the legacy you want to leave behind when you eventually leave this role? Ask yourself what kind of a leader you want to be remembered for, and build those traits into everything You do. Then take a hard look at your company¶s mission statement and what your team can do to further it. If you¶re not sure what role your team is to play, define one. Put a stake in the ground; mark Where you are and determine where you want to be in six months. Then articulate that vision to your Team, not just once at the beginning but again and again. nce your team is moving²in any direction²it will be much easier to adjust their course as the answers become clearer from upstairs.
4. You are glued to your hair.
We know you have a million texts, I s, emails and phone calls to return. And reports to read, and Budgets to analyze«you¶d get a lot more done if you could just close the door to your office and oncentrate. Sometimes, that is what you need to do² but if you¶re always in your office, you¶re forgoing ritical interface time with your staff. By not engaging your colleagues and listening to what they are saying, you may be missing critical information as to how the business should be changed. And you almost certainly are missing chances to build those relationships to increase your influence, and to coach and entor your employees. irst, give yourself some daily structure and set others¶ expectations by setting ³office hours´: certain Times of the day when you will be in your office and available to others, and times of the day when you should not be interrupted unless there is an emergency. Stick to those times, regardless of how busy you are. But don¶t let office hours take up your whole day: leave t ime, every day, to get up out of your chair and visit others. Take the time to ask each of your employee how they¶re doing, what they¶re working on, what they would like to be working on, and what they want next for their career and future. Rather than jumping in to give quick answers or advice, ask open -ended questions, and listen to their responses. Ask them what they have already tried. What other approaches might work? This gentle, informal method of in -the moment oaching will encourage your employees to think for themselves and stretch their ambitions. Spend a few minutes in inquiry with your team as this will allow you get more of your own work done when you do get back to your desk.
5. Your organi ation has become an isolated silo.
The final stumbling block is that leaders get so focused on their own team¶s goals that they forget to pay attention to the bigger, global climate in which their company operates. You know that you, your team, and your company do not function in a vacuum. But are you doing all you can to stay up on trends in the technology and financial markets? Do you go beyond thinking about your immediate competition, to
how your company is affected by²and affects²globalization, climate change, politics, policy, and culture? The more aware you are of what¶s going on in the world, the more you will be able to contribute to your company¶s long-term vision, and your team¶s role within it. But there¶s more to being a globalist than just staying abreast of current events. ore likely than not, at some point you will need to be part of or even manage a virtual team. To do this, you will need to understand the different cultures that embody your team. Take the time to do research and get trained to learn about the cultures in which you and your team do business. This will require you to step out of your own frame of reference and into another¶s.
Simply a person changed his employer, in his previous organization which was construction nature as Assistant HR Supervisor where his role model was to assist in all matters on daily routine basis. As he joined his new organization as Administrative Support In charge, he feels, change in environment where he has to report directly to his anager, all tasks & responsibilities have been done by him. Necessary decisions will be made by him. rom above, this means change in nature of work not vary but change in managerial or reporting makes a bit change, hence chances of failure with old techniques counted if implemented.
This is a great opportunity to take the time to step back, reflect on what you are doing, and take action to change how you handle yourself as a leader. The more you stop, reflect, and course correct, the more likely you are to avoid the Top ive Reasons Why eaders ail. Don¶t leave your leadership success to chance. Increase your leadership excellence by taking control of what you can change today to impact tomorrow. There should be self created assessment which helps to know about leadership assessment etc.