Leaders create and run successful companies. Leaders also destroy companies. What we’ve found is that far too many leaders create problems and negative challenges for their organization and staff, and they do it without realizing it. In fact, they often think they are doing the right things and behaving in the right way.
We are writing a book on self-sabotaging behaviors in business. David Doltich and Peter Cairo wrote a book called Why CEOs Fail and Marshall Goldsmith wrote a book titled What Got You Here Won’t Get You There. The themes are the same. Whether we call it self-sabotage, derailers or annoying habits, they are behaviors that can prevent us and our organizations from succeeding.
Common examples include:
- Lack of (timely) responsiveness
- Inability to build and maintain relationships
- Arrogance
- Perfectionism
- Spouting (vs. speaking) when angry
- Playing favorites
What makes it even more difficult is that the very behaviors that are causing you problems as a leader may be the same behaviors that resulted in you becoming a leader. We have all heard the phrase – our greatest strengths can become our greatest weaknesses. And so it is.
What we are describing can blindside you. It is very difficult to understand that what worked so well for you in the past is now one of your greatest risk factors.
Want to know if you have a tendency toward self-sabotage or derailers? Or should we say, do you have the courage to find out?
Consider doing the following:
- Take a business personality assessment
- Reflect on the times when you were unsuccessful – when you failed to achieve your goal. What patterns can you identify that were repeated?
- Ask your direct reports
- This is very powerful and can provide the best feedback and information to you. But you must create a safe environment for them. Remember, no real relationship, no trust, no risk and vulnerability)
- If you doubt this, think about the times you wondered why your boss couldn’t see in himself / herself what was so obvious to everyone else
- Ask a trusted advisor or colleague
If you are truly serious about becoming a more effective leader and running a successful company, start first with looking at and within yourself. Other people’s behavior may be nothing more than a coping behavior to deal with you. So start with the source.
Copyright 2010 Kubica and LaForest
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