What Are The Common Problems Of Inefficient Leaders?

　　 Inefficiency What are the leaders' performances? What leadership skills should leaders have? These are things that business managers must know.

There are two views on leadership that are deeply rooted in the hearts of the people.

Our organization and management are orderly but without leadership.

Instead of spending too much money on developing leadership, why not hire a better leader?

We applied the 360 degree feedback tool, and asked the interviewees to select the 4 leadership abilities that any leader should have from 16 options. Some of the votes obtained are 10% of the total number of votes, but there is one capability, namely, "self fulfillment", with less than 2% of the votes being obtained. This means that less than 1 of every 50 respondents will "practice self development" in the 4 abilities that leaders should have.

What is the hypothesis? From this fact, we can interpret 6 messages:

Leaders don't need to develop - they just keep on looking good.

Why do we have to go all in to pursue self development when people are always unable to change their nature?

The development of leaders is naturally realized in the process of work.

Leaders who maintain the status quo or improve are of little help to the business results.

Deliberate development of leadership skills has no effect on personal career.

Since sitting in the leadership position, you should be able to do the job. Pursuing personal development is a sign of weakness and incompetence.

These 6 views are sheer nonsense. Some people are complacent about the efficiency of their leadership.

What would happen if other professionals thought so? What if a sports newcomer had these thoughts? His athletic career would be like a flash in the pan, and no fragrance would fade. Physicists, certified public accountants, pilots and many other professionals also do.

About 10 years ago, I heard a speech delivered by a leader of a high-tech company in front of his management team. He told himself about his efforts to get the position. Every year, he chooses a leadership trait that he believes can help him improve his leadership value.

These traits are not the shortcomings pointed out by others, but the activities and behaviors determined by the analysis of organizational needs. One year, he was concerned about how to lead change projects, and one year he would train his subordinates as a priority.

He sees this as a never-ending continuous improvement campaign. Obviously, the process itself is exhilarating. He believes that he can learn new skills and become a better leader.

I think of Jeff Immelt's (Jeff Immelt) writing to GE executives: every leader should strive to do a good job. It is no wonder that GE energy sources continue to develop extraordinary leaders. When more managers can practice self-development, we will have better leaders.

　　 What we need is leaders who know 6 truths:

No best, only better.

Leaders can make great progress if they are willing to work hard.

To do something simply is not always a matter of practice, but you must deliberately develop it.

The better the leader, the better the business results.

　　 Self development Activities will greatly enhance the chances of success.

Self fulfillment is an act of confidence and devotion rather than weakness.

When leaders actively pursue self-development, we will see organized management and well-organized organizations.

　　 Worse leaders can also improve.

We believe that human behavior is invariable, and we have invented various versions of it, such as "unchangeable nature" and "unchangeable habit". Whenever we talk about the obvious weakness of leaders, such as irritable, rude and so on, this view has become an omnipotent shield.

The more mature leaders, the more they seem to verify the hypothesis that "nature is hard to move". To make matters worse, these leaders often shut their eyes and refuse to accept feedback that can help them correct abnormal behavior.

We firmly believe that leaders with such actions can and will indeed change. We looked at the leadership development plan data of 545 leaders in 3 organizations, and identified leaders with fatal defects (at tenth percentile). In this group, a total of 96 leaders had more than one fatal defect, accounting for 18% of the total.

We suggest that these leaders first correct their fatal flaws, because as long as these stubborn diseases can not be cured, even if they exert more efforts in other leadership abilities, they will rarely change their minds. Leaders do not have to be proficient in all things.

As long as 5 abilities are outstanding, they can be among the leaders. However, leaders must never have any bad leadership behavior, because the negative effects of such defects are enough to lower their efficiency.

After this development process, we found that 71 of the 96 leaders showed significant improvement in leadership efficiency, and 75% leaders with serious defects obviously changed their behaviors. In short, these stubborn people also learned new tricks, changed old habits, and changed a little bit! They made amazing progress.

Through the study of more than 50 thousand leaders, we find that leader efficiency is highly correlated with employee engagement and satisfaction. An incompetent leader can cause complaints, depression and morale among team members. A significant increase in leadership efficiency will have an immediate effect on enhancing the engagement of direct subordinates.

　　 Leader The main focus of development projects is their ability to have fatal defects. Of the 16 leadership abilities we evaluated, there were at least a dozen leaders in each with fatal flaws. But in some capacities, there are 3 times the number of leaders who have fatal defects. Among the top 4, they are related to poor interpersonal relationships.

Overall, the fatal defects with the lowest frequency include poor leadership, change of results, and personality problems. Obviously, lack of interpersonal communication skills, indifference to the development of others and unwilling to take seriously the self development are the dead points of inefficient leaders.

Of the 4 leaders who devoted themselves to self-development, 3 achieved performance improvement. Have you changed your faults?

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