Why many well-qualified well-experienced Leaders fail…

Bad behaviour and urge to dominate and put your teammates down is responsible for most of the leadership failures.

 

Leadership is not about being the boss or having the final say. It is about inspiring, motivating, and empowering others to achieve a common goal. Leadership is also about being accountable, respectful, and ethical in your actions and decisions.

 

However, some leaders fail to live up to these standards and exhibit bad behaviour that undermines their credibility and effectiveness. They may have an urge to dominate and put their teammates down, either because of insecurity, arrogance, or ignorance. This can have serious consequences for the team’s performance, morale, and trust.

 

Some examples of bad behaviour and urge to dominate and put your teammates down are:

 

– Intimidating:

This is when a leader uses threats, coercion or manipulation to get the team to do what they want, without considering their opinions or feelings. This can make the team feel fearful, stressed and oppressed.

– Humiliating:

This is when a leader publicly mocks, insults or belittles the team or individual members, without showing any respect or empathy. This can make the team feel ashamed, hurt and alienated.

– Micromanaging:

This is when a leader tries to control every aspect of the team’s work, without giving them any autonomy or feedback. This can make the team feel frustrated, demotivated and incompetent.

– Criticizing:

This is when a leader constantly finds faults and errors in the team’s work, without acknowledging their strengths or achievements. This can make the team feel discouraged, defensive and resentful.

– Blaming:

This is when a leader shifts the responsibility for their own mistakes or failures to the team, without taking any accountability or learning from them. This can make the team feel betrayed, angry and distrustful.

 

These behaviours can damage the leader’s reputation and relationship with the team, as well as the team’s productivity and quality of work. They can also create a toxic work environment that affects the well-being and satisfaction of everyone involved.

 

Therefore, it is important for leaders to avoid these behaviours and urge to dominate and put their teammates down. Instead, they should strive to exhibit good behaviour that fosters a positive and collaborative team culture.

Some examples of good behaviour are:

 

– Delegating:

This is when a leader assigns tasks and responsibilities to the team members according to their skills and interests, while giving them enough guidance and support. This can make the team feel trusted, valued and competent.

– Appreciating:

This is when a leader recognizes and praises the team’s work, both individually and collectively, while giving them constructive feedback. This can make the team feel encouraged, motivated and proud.

– Learning:

This is when a leader admits and learns from their own mistakes or failures, while encouraging the team to do the same. This can make the team feel loyal, confident and resilient.

– Listening:

This is when a leader pays attention and respects the team’s opinions and feelings, while inviting them to share their ideas and concerns. This can make the team feel heard, understood and empowered.

– Empowering:

This is when a leader gives the team opportunities to grow and develop their skills and potential, while challenging them to achieve higher goals. This can make the team feel inspired, engaged and fulfilled.

 

These behaviours can enhance the leader’s credibility and effectiveness, as well as the team’s performance, morale and trust. They can also create a healthy work environment that benefits everyone involved.

 

In conclusion, bad behaviour and urge to dominate and put your teammates down is responsible for most of the leadership failures. Leaders should avoid these behaviours and instead exhibit good behaviour that promotes a positive and collaborative team culture. By doing so, they can achieve better results for themselves, their teams, and their organizations.

 

 

About the Author.

Ratnesh Jain is an entrepreneur, mentor & author.

IIM Ahmedabad alumni with 30+ years of professional and entrepreneurship experience. Past 17 years in Executive search & Growth consulting.

 

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