Posts Tagged ‘harvard’

The 10 Most Common Failures of Bad Leaders

Friday, June 5th, 2009

There is an interesting article by Jack Zenger and Joseph Folkman in the Harvard Business Review on the most prominent shortcomings of poor leaders.  They examined 360 degree feedback on over 11000 leaders.  Their list is as follows:

The worst leaders:

  1. Lack energy and enthusiasm
  2. Accept their own mediocre performance
  3. Lack clear vision and direction
  4. Have poor judgement
  5. Don’t collaborate
  6. Don’t follow the standards they set for others
  7. Resist new ideas
  8. Don’t learn from mistakes
  9. Lack interpersonal skills
  10. Fail to develop others

The authors conclude, ‘These sound like obvious flaws that any leader would try to fix. But the ineffective leaders we studied were often unaware that they exhibited these behaviors.  In fact, those who were rated most negatively rated themselves substantially more positively.  Leaders should take a very hard look at themselves and ask for candid feedback on performance in these specific areas.  Their jobs may depend on it.’

Paul Sloane

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How to Counter Resistance to Change

Thursday, May 21st, 2009

Peter Bregman on the Harvard Business site writes an interesting article on how to handle resistance to change

He says, ‘People resist being controlled. And so 70% of all corporate change efforts fail.

Here’s what’s interesting: people freely choose to make major life changes every day.  We move, get married, start families, face challenges, learn new technologies, change jobs, and develop new skills.  Not all of these changes are smooth.  But most of the time we seek those changes ourselves and make them successfully.

So why are people willing to change in one situation and resistant to it in another?  Because people don’t resist change, they resist being changed.’

He advises three steps to overcome this issue:

  1. Define the outcome you want.
  2. Suggest a path to achieve it.
  3. Allow people to reject your path as long as they choose an alternate route to the same destination.

In other words,  set the destination but empower people to choose how they get there.

Paul Sloane

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