What’s the biggest mistake a leader can make?
According to the Harvard Business Review team, leaders should never put their own self-interest ahead of the organization interest, individuals who have done this can attest to the fact that others start asking ‘what’s in it for me?’ When the response is not to the individuals liking, performance and morale begins to drop causing disruption and unneeded conflict. We have each worked with individuals who have demonstrated to some degree the capacity of ‘self-interest’, with an unstable economy which unemployment has been above 8% nationally. Very few individuals are thinking in terms of ‘putting the organization first’ due to all the mishandling of several organizations.
Training a manager involves assessing the integrity level to ensure the execution strategy will always have the organizations best interest at hand. The training should involve behavioral based interviews with real world examples and applied case studies of the scenarios, which align closely to the organization at hand.
‘Leadership is about responsibility, not fame, fortune or money. It’s a deep responsibility to the people you work with and customers, shareholders and all the constituent’s you represent’
Training a manager involves not betraying the trust of other individuals. Managers should be seen as competent, open and inviting individuals. Someone, individuals can share formal information with which protects the company and it’s assets, which at the end of the day is the ‘human capital’ which all finances are derived. Managers need to understand that trust involves ‘human resources’, manage the information appropriately and disseminate the information to the correct parties/departments in an efficient secure way. Removing the need for the ‘grapevine method’.
While manager must possess a certain attitude, manager must keep abreast of changes at all-times. Nothing can be more damaging to the ‘silhouette’ of a manager than being certain when things are consistently changing. In todays society things are always unpredictable. As Dr. Ellen Langer, professor at Harvard university points out; Mangers must not confuse the stability of one’s mindset, with the stability of the underlying phenomenon; we begin to act as if we know, we don’t pay attention any longer, leaders should exploit the ‘power’ in uncertainty and not the power of uncertainty.
Managers must also live up to their values, even when the situation may seem difficult/inter-organization office politics, organizations, individuals at every level will remember the values other individuals lived up to in order to achieve the organizations goal rather than ‘self-interest’
Remove the Power Distance
Remove the ‘power distance’ caused by arrogance, the persona that many great organizations have leader that are arrogant must attribute to the success. The perfect example of organizational success without arrogance in leadership is Apple, Steve Jobs, knew he was great at building the ultimate ‘product’ which was customer experience; while executing strategy and development which lead to Apple’s unprecedented success as the world’s most valuable technology organization.
Last but not least mangers must learn to execute ‘after the analysis’ not before which leads to ‘acting to fast’ making the issue(s) more problematic. Harness the flow of issues, take a step back and gain perspective into the situation and consult other members of the management team.
Final thought: Admire leaders who are self-reflective! These are the ABC’s of how to train a manager to execute while demonstrating leadership.
7-Skills of the ‘new manager’ needed for the future
- Critical thinking and problem-solving
- Collaboration across networks and leading by influence
- Agility and adaptability
- Initiative and entrepreneurialism
- Effective oral and written communication
- Accessing and analyzing information
- Curiosity and imagination