Friday, May 1, 2009
Executive Coaching For Leadership Failure - 11 Common Causes of Derailment
11 Common Causes of Leadership Derailment
Are you working Littlechap an donate car charity where leaders at the top have failed? Do the leaders in your organization display characteristics that can lead to errors in judgment?
One of the most powerful questions one can ask oneself is Am I working in a company where leaders display healthy personality characteristics? Inspiring leaders are aware of any personal characteristics that can lead to derailment.
Are you a leader who regularly displays good judgment? Are you able to create a high performance workplace by creating a workplace climate where people are fully engaged and not hampered by the character failings of key leaders?
David L. Dolitch and Lost In Space lunchbox C. Cairo describe eleven derailers that lead to failure in their book Why CEOs Fail (2003). It is important to recognize Tetris characteristics as being a part of the character of a leader and can be eliminated. They are part of the dark side of leadership characteristic and there is even some strength in each of these under normal conditions. Under stress, these characteristics lead to errors in judgment that can be fatal to a career and often to an organization. The key is to recognize their existence and to manage them before they become damaging.
1. Arrogance: You are right and everybody else is wrong.
2. Melodrama: You always grab the center of attention.
3. Volatility: Your mood swings drive business swings.
4. Excessive Caution: The next decision you make may be your first.
5. Habitual Distrust: You focus on the negatives.
6. Aloofness: You disengage and disconnect.
7. Mischievousness: Rules are made to be broken.
8. Eccentricity: It is fun to be different just for the sake of it.
9. Passive Resistance: Your silence is misinterpreted as agreement.
10. Perfectionism: Get the little things right even if the big things go wrong.
11. Eagerness to Please: Winning the popularity contest matters most.
Some derailers are both strengths and weaknesses. The average person has two or three derailers. Some CEOs are more vulnerable than others to derailment. The stress of being at the top, the intense pressures can activate the derailers. In addition, the higher you go in an organization, the less likely other people are to tell you about your failure-producing characteristics.
Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you become an inspiring leader who consistently displays good judgment? You can become a leader who models emotional intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.
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Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams.
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