seven Dangerous Leadership Practices
I’ ve seen it so many times. More than likely you have also. Dangerous leadership practices.
A leader could be doing everything else right and another flawed practice overshadows and jeopardizes all the good management principles we know.
One constantly repeated action, trait, habit, mindset – one practice.
Sadly, many times it’ s not even the person isn’ t a good leader – it’ s one carried on practice gets them off track. So , I believe leaders should continuously be working on bad methods, which keep them from becoming as successful as they can be.
Here are 7 dangerous leadership practices I’ ve observed:
(In full disclosure, I’ ve been guilty of a few of these – sometimes for a period – sometimes until somebody helped me discover I had an unhealthy leadership practice. I can actually know better and yet We allowed it to continue a long time. )
Allowing small details to overwhelm a view from the big picture.
There will always be information, which have to be handled. Yet, the smaller an innovator is forced to think, the less he or she can focus on the bigger vision ahead.
I can get bogged down in minutia which wastes my energy and drains me. Sometimes it’ s a systems problem that requires too much of my time and sometimes the a failure to delegate.
Ironically, I have found that when I’ m free from the obligation of handling as many information, I’ meters more likely to notice the smaller factors which do need our attention.
Always seeing the glass as half-empty.
A consistently negative leader will seldom find success long-term, simply because people will not care to follow.
Some people have a unfavorable view all the time and about every thing (and I don’ big t personally think leadership is definitely their thing). Practicing this mindset can also last for any season – especially when there are numerous setbacks around us either in our personal life or where we lead. It could also occur in times of fast change, when the complainers seem to outnumber those offering compliments.
If we aren’ t careful – we are able to let a practice develop where we constantly have a negative mindset. That begins to carry over into every other area of our life – and we start to view the world this way. It’ s very difficult to follow the negative-minded leader.
Not taking pleasure in the journey.
Never getting time to celebrate will ultimately derail good leadership.
Higher achieving leaders can often get into this trap. I get there at times and have to be reminded – either through personal discipline or when others speak into my life.
I’ m always seeing the next big opportunity ahead and striving for continuous improvement. Furthermore, I can fail to recognize current success while continually searching for future potential.
The problem is a constant forwards push isn’ t environmentally friendly long-term. This burns people out, makes them feel under appreciated, plus leads to a very low team morale.
People need disciplined plateaus exactly where they can rest, catch their breath and celebrate the particular victory already achieved.
Expecting more from others than you’ re personally willing to give.
We once worked for a head like this. He had high objectives for everyone, not only in high quality of work, but also in how many hours they should be working. The problem was this innovator didn’ t appear to have high expectations for themself.
He would work just enough to start barking out a few orders, but then he was gone. And because he was mostly an absentee leader, even if he was functioning when he wasn’ t around (and I personally knew he was often exercising of the office), no one believed he was.
People following a leader with this particular mindset mostly stay for a paycheck.
Assuming all the credit or even all the blame.
This is especially true if the leader’ s mindset thinks she or he deserves all the credit or all the blame.
There is no success on a team without the efforts of others. Any time a leader takes all the awards or rewards for themself, the team becomes workers of a boss rather than fans of a leader. Work becomes a job, not a career. That’ s true of the errors a team makes too.
It could be just in the language of the chief. If “ I” achieved it – if it was most of because of “ me” – “ they” may soon, even if in only in their motivation – let “ me” do it on my own. Shared success and failing is paramount for a leader’ s long-term success.
Never shutting down or turning everything off.
You can’ to do it. Don’ t believe you can. You may think you can always end up being on – do every thing – be everywhere – but , you can’ t. Superman couldn’ t. Christ didn’ t. Don’ t try.
(Someone reading this still thinks they could – okay – you’ ve been warned. )
For me, this poor practice usually comes when I don’ t self-discipline myself to say no, be concerned too much what people think – especially the ones who expect me to be everywhere or even think I should know almost everything which happens in our church.
Thankfully, I’ ve matured enough I won’ t let the season go long without an deliberate shut-down. (For me, this particular usually involves me getting out of town. As a potential workaholic, there’ s always something to do as long as I’ mirielle here. )
Isolating from other individuals.
The particular mindset which thinks an innovator can’ t let others too close to them is one of the most dangerous I’ ve observed. Leadership can be a lonely job. But it shouldn’ t function as the job of a loner. We need people, accountability and local community. All leaders need people who can speak into the dark places of our hearts and lives. When we become island destinations to ourselves we are a good invitation for the enemy’ ersus attacks.
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