Summary: Most people fail in their careers due to lack of leadership. A key reason for their failure is that continually and unknowingly keep falling into two traps leadership. The author describes the traps and how to obtain them.
Have you heard of the Peter Principle: "People are promoted to their level of ultimate incompetence". But what the Peter Principle does not tell you is the nature of incompetence. For the most part, the leadership is incompetent.
A human resources director told me, "Brent, we hire people for their skills and knowledge, but we have fire or fail to promote themselves or their promotion for their leadership - or lack thereof .
In other words, in the course of their careers, people are encouraged to take responsibility for larger groups and larger - until you take over a group that's too big for their leadership skills.
One of the main reasons they come up short is that skills are constantly and unconsciously fall into two traps leadership.
I'll describe the traps, how to get out of them, and how not to get them first.
The traps can be particularly deadly because they are often self-set - and even self-triggered. What's worse: the vast majority of leaders who enter them have not a clue who they are caught. One thing is being in a trap and I know you're at it: You try to quit. But it is a problem of another size to be trapped and do not know who you are inside. In this case, you stay there.
The first trap: "I need ..."
A leader of marketing in a large global company faltered. His team could not reach the targeted results. He said: "The good news is that they do what they tell them. The bad news is that they do what I tell them - just what they say. Other than shooting the worst in the group or transfer out of the other team, I can not understand what to do. And if I do not do it soon, I'll be fired or transferred to! "
I asked if I could attend a team meeting to scope the situation. "Be my guest," he said. "But I do not see what good will. The problem is not in the meetings. Everyone agrees that something must be done when the meetings. The problem is that the results after the meetings.
The meeting was just going for a couple of minutes when I saw what was wrong. Later, alone in his office, I told him: "I'm not the problem.'RE The problem. You fell into two traps leadership."
He looked at me incredulously. "What trap?"
I explained that leaders often fall into traps that prevent them from obtaining the full measure of results that are capable of doing. And the death traps are often those of their own.
The first trap is the "I need .." trap ..
Leaders fall into this trap when they say: "I need you to hit the marketing objectives, I need you to get more productive, I need you to fill (white). I need ... I need ... I NEED ....
Why is this a trap? The answer: Error leader. The Leader's Fallacy is the belief by leaders that their needs are automatically reciprocated by the needs of the people they lead. It 's a mistake because there is no automatic reciprocity. But many leaders go merrily along led by the error and are therefore not "I need .." trap ..
For example, the leading marketing thought it would motivate people to achieve great results. However, during the meeting, was constantly repeating, "I need ...". So really, it was ordering people to get average results. Certainly the leaders do not order people to get average results. But the average results are usually the result of leading order.
The order is the lowest form of motivation. The focus leading order my-way-or-the-street can not get great results from people on a consistent basis simply because people usually can not be ordered to undertake extraordinary efforts. They must choose to do so. When he said, "The bad news is that only do what I tell them." Was inadvertently afflict them. They were simply responding to an order then enter into a kind of suspended animation (masked by busy work) until the next order arrived.
In Part 2, I describe how to get out of this trap.
2005 © The Filson Leadership Group, Inc. All rights reserved.
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