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Why Leaders Fail INTRODUCTION Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail INTRODUCTION Why Do CEOs Fail? • Most “failed” CEOs were before their blunders strong leaders • The pressure for performance is shorter and more unforgiving • Many sabotaged themselves, albeit unconsciously • ALL leaders are vulnerable to their “shadow side” • CEO’s downfall are more noticeable/spectacular • Nobody told them the truth INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail INTRODUCTION The 11 Derailers •Arrogance: You’re right and everybody else is wrong. •Melodrama: You always grab the center of attention. •Volatility: Your mood swings drive business swings. •Excessive Caution: The next decision you make may be your first. •Habitual Distrust: You focus on the negatives. •Aloofness: You disengage and disconnect. •Mischievousness: Rules are made to be broken. •Eccentricity: It’s fun to be different just for the sake of it. •Passive Resistance: Your silence is ARROGANCE MELODRAMA VOLATILITY EXCESSIVE CAUTION INTRODUCTION misinterpreted as agreement. HABITUAL DISTRUST ALOOFNESS MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY •Perfectionism: Get the little things right even PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS Next Slide Why Leaders Fail INTRODUCTION Learning About Failure Our research on derailers owes a debt to the work of: • Robert Hogan • Ram Charan • Daniel Goleman INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail INTRODUCTION Understanding the Way Derailers Work • Derailers emerge under stress. • Stress differs for each leader. • You can’t remove your derailers—they are part of your personality. • Derailers are both strengths and weaknesses. • Most leaders have two or three derailers. • Some may seem like the opposite of one another. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail ARROGANCE Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail ARROGANCE You’re Right and Everybody Else Is Wrong • Arrogance is blinding belief in your own opinions. • Success as a leader requires confidence. • Most smart leaders know when they’re being stubborn, singleminded, and self-righteous. • Arrogant leaders can’t see their own arrogance. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail ARROGANCE Healthy Potential for Failure • You’re willing to fight for what you believe in. • You’re unwilling to ever give up a fight. • You believe that your perspective is the correct one after evaluating other points of view. • Your perspective is the correct one-- before evaluating others’ ideas. • You hold yourself accountable • You refuse to take when your strategy or idea responsibility when your doesn’t work. strategy or idea doesn’t work. • You adjust your strongly held viewpoint to fit new information • You reinterpret events to fit your point of view. • You possess a powerful ego that allows you to make an impact on others. • You possess a powerful ego that causes you to dominate others. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail MELODRAMA Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail MELODRAMA You Always Grab the Center of Attention • Successful CEOs require presence. • Sometimes, you must be dramatic to make a point. • Melodramatic leaders suck up the oxygen so no one else can breathe • Melodramatic leaders don’t develop others, can’t see what is happening and always grab the focus. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail MELODRAMA Healthy Potential for Failure • You command attention when you speak. • You dominate meetings by constantly talking. • You use charisma to involve and motivate people. • Your style grabs attention or becomes an issue. • Your showmanship helps attract outside attention from media, analysts, and prospective recruits. • You expect others to attend to you. • You know exactly when to be charming or deliver an eloquent talk to achieve a goal. • You are consistently flamboyant rather than strategically dramatic. • You can turn off the style and listen and learn from others. • You’re always “on” and rarely reflect. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail VOLATILTY Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail VOLATILTY General Patton: Derailing by Example. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail VOLATILTY Your Mood Shifts Are Unpredictable • Volatility creates compliance— successful CEOs use it strategically. • Volatile leaders create energy. • Unpredictable eruptions from powerful people creates caution, distrust and fear. • People waste productivity energy managing the moods of the VOLATILITY leader. MELODRAMA INTRODUCTION ARROGANCE HABITUAL DISTRUST PERFECTIONISM ALOOFNESS EAGERNESS TO PLEASE MISCHIEVOUSNESS WHY LEADERS ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail VOLATILTY Healthy Potential for Failure • You lose your temper because of major screw-ups and other significant problems. • You explode over minor mistakes. • Feedback tells you that your people know what they can expect from you. • People worry about your reactions. • You generally act one way most of the time. • You move back and forth between optimism and pessimism. • You consistently generate energy and enthusiasm through your words and deeds. • You create BOTH energy and intimidation. • You change the way you act in order to achieve a specific effect. • Your mood swings are without provocation. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail EXCESSIVE CAUTION Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail EXCESSIVE CAUTION The Next Decision You Make May Be Your First • Overanalyzing important decisions in the face of increased anxiety and significant stress. • Your fear of making the wrong decision causes procrastination and the need for “one more study.” • Problems spiral and the very failure you sought to avoid is ARROGANCE MELODRAMA VOLATILITY INTRODUCTION about MISCHIEVOUSNESS by indecision. HABITUAL DISTRUSTbrought ALOOFNESS ECCENTRICITY PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail EXCESSIVE CAUTION Healthy Potential for Failure • You analyze a situation before you make a decision. • You require second and third opinions. • You look at worst-case scenarios before moving forward. • You obsess about what might go wrong. • You go slow before deciding because the wrong decision can have serious consequences. • You go slow before deciding because every decision can have serious consequences. • You turn down requests for projects and resources when you have hard evidence that flaws exist. • You don’t give people the go-ahead. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail HABITUAL DISTRUST Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail HABITUAL DISTRUST You Focus on the Negatives Healthy skepticism is different than virulent distrust. • The former involves being realistic, reacting appropriately to circumstance and environment. • The latter involves being inappropriately and egregiously suspicious. • Distrustful leaders question motives and look for hidden ARROGANCE MELODRAMA VOLATILITY EXCESSIVE CAUTION INTRODUCTION agendas. HABITUAL DISTRUST ALOOFNESS MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS Next Slide Why Leaders Fail HABITUAL DISTRUST Healthy Potential for Failure • You assess the potential downside before making a decision. • You don’t act because of the inevitable downside. • You’re alert for people whose actions are motivated by politics or selfinterest. • You’re seek to confirm that people act out of selfinterest or for political reasons. • You can tolerate negative feedback and learn from it on occasion. • You dismiss all information as tainted by an individual’s ulterior motives. • You mix criticism with positive comments when giving feedback to direct reports. • You’re excessively critical when giving feedback. • You anticipate obstacles that can get in your way. • You obsess over what can go wrong. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail ALOOFNESS Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail ALOOFNESS You Disengage and Disconnect • Aloof leaders “emotionally disappear” • Conflict, especially creates withdrawal. • Aloof leaders are distant, abstract, and sometimes disengaged, especially under stress. • They isolate themselves during crises or retreat from people who need ARROGANCE MELODRAMA VOLATILITY EXCESSIVE CAUTION INTRODUCTION guidance or support HABITUAL DISTRUST ALOOFNESS MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS Next Slide Why Leaders Fail ALOOFNESS Healthy Potential for Failure • You create an environment where decisions are made objectively and politics is rarely played. • You create a “cold” culture --expression of feeling is frowned upon. • You’re calm in the midst of crisis and controversy. • You withdraw in the midst of crisis or controversy. • You maintain an outward reserve but can connect with people when necessary. • You’re stoic and rarely show anyone weaknesses or vulnerabilty. • You delegate most relationship-building activities to others but are willing to forge key alliances in crucial situations. • You’re unable to work in teams or creative alliances. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail MISCHIEVOUSNESS Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide MISCHIEVOUSNESS Why Leaders Fail You Know That Rules Are Only Suggestions • Mischievous leaders are easily bored, and often like to “stir things up” to create excitement. • These leaders see “rules” as either “suggestions” or “for others to follow.” • Mischievous leaders enjoy provocative ideas but have trouble executing these ideas. ARROGANCE MELODRAMA VOLATILITY EXCESSIVE CAUTION • Mischievous leaders are charming and HABITUAL DISTRUST ALOOFNESS MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY engaging. PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS Next Slide INTRODUCTION Why Leaders Fail MISCHIEVOUSNESS Healthy Potential for Failure • You test limits and push at boundaries to foster innovation. • You break the rules. • You are impulsively creative. • You are destructively impulsive. • You enjoy risk-taking and don’t dwell on mistakes. • You make decisions and take risks without considering the consequences. • You use your charm and creativity to achieve organizational goals. • You use charm and creativity as a tool-- not to achieve specific goals. • You make provocative statements in order to foster debate and discussion. • You speak your mind for your own amusement or without any real objective. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail ECCENTRICITY Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail ECCENTRICITY It’s Fun to Be Different Just for the Sake of It • Eccentrics can generate ideas and deliver results—or else others would not tolerate their weirdness. • Eccentric leaders are often viewed as true originals, their strange behavior often spoken of with affection. • When things aren’t going so well, however, eccentrics become irritating. INTRODUCTION ARROGANCE MELODRAMA VOLATILITY EXCESSIVE CAUTION • Others have trouble predicting their ALOOFNESS MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY PERFECTIONISMbehavior EAGERNESS TO PLEASE WHY LEADERS Next Slide HABITUAL DISTRUST Why Leaders Fail ECCENTRICITY Healthy Potential for Failure • You have a million great ideas. • You have a million great ideas that rarely get executed. • You keep people on their toes with your unpredictable and offbeat style. • You confuse and confound people with your style. • You’ve launched many important initiatives. • You’ve launched many initiatives but don’t follow up on them. • You blend your original and sometimes unconventional style with a more conforming approach when necessary. • You refuse to change who you are by conforming to organizational norms. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail PASSIVE RESISTANCE Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail PASSIVE RESISTANCE Your Silence Is Misinterpreted as Agreement • Passive-resistant look like savvy leaders, who know how to play politics and be pragmatic about goals. • Underneath , however, is unconscious duplicity. • Passive Resistant leaders create expectations they don’t meet, confusing and disappointing others in the short creating cynicism ARROGANCEterm and MELODRAMA VOLATILITY EXCESSIVE CAUTION INTRODUCTION HABITUAL DISTRUST MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY in theALOOFNESS long run. PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS Next Slide Why Leaders Fail PASSIVE RESISTANCE Healthy Potential for Failure • You say one thing and do another only when there’s no other option. • Saying one thing and doing another is standard. • People generally know what drives you. • You have a private agenda that you share with no one. • You try to avoid conflict but level with people when it’s crucial that they know where you’re coming from. • You avoid conflict at all costs and rarely express any disagreement. • You have a sense of what other people expect of you and your commitments to them. • You don’t know or care what others expect of you. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail PERFECTIONISM Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail PERFECTIONISM You Get the Little Things Right While the Big Things Go Wrong • Perfectionistic leaders ignore the big picture. often • They focus on details, and lose sight of major developments around them. • Perfectionism isMELODRAMA useful for anyone EXCESSIVE CAUTION ARROGANCE VOLATILITY in a position where mistakes can be HABITUAL DISTRUST ALOOFNESS MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY INTRODUCTION PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS Next Slide Why Leaders Fail PERFECTIONISM Healthy Potential for Failure • You focus on the details. • Detail focus prevents you from seeing the bigger picture. • You find it worthwhile to make sure that presentations look and sound great. • You pay more attention to the form than to the substance. • You feel uncomfortable with uncertainty and ambiguity. • You try to impose structure in every situation and eliminate uncertainty and ambiguity. • You manage processes with skill and determination. • Managing processes trumps people’s needs. • You are conscientious about your responsibilities. • You can’t let go of any task, no matter how small, until it’s completed exactly. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail EAGERNESS TO PLEASE Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide EAGERNESS TO PLEASE Why Leaders Fail You Want to Win Any Popularity Contest • People often try to please leaders -- not the reverse. • Many leaders are eager to please, -moving up because they identify and meet the needs of others. • Pleasers can be enormously popular because of these qualities, but they can also fail because of them. ARROGANCE MELODRAMA EXCESSIVE CAUTION • Their aversion to conflict and VOLATILITY contentious HABITUAL DISTRUST ALOOFNESS MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY debate causes them to bury contrary PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS INTRODUCTION Next Slide Why Leaders Fail EAGERNESS TO PLEASE Healthy Potential for Failure • You believe that happy workers are good workers. • You believe that one unhappy worker can spoil the whole company. • The teams you create get things done through consensus. • The teams you create stop dissenting or anxietyraising ideas. • You’re able to adapt to new events and circumstances. • You’re so flexible that no one (including you) is sure where you stand on the issues. • You confront with compassion. • You confront without backbone. • You like to keep disagreements from disrupting meetings and the flow of work. • You communicate that disagreement and conflict are unwelcome. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail WHY LEADERS SUCCEED Section intro animation here INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail WHY LEADERS SUCCEED What Kind of Stress Triggers Your Derailers? • Interactions with bosses, boards, big customers, or authority figures • Major career or life transitions • Mergers and acquisitions • Failure of a program, team, or policy for which you are accountable • Downsizing or restructuring • Boredom • Too much work • Intense peer competition INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail WHY LEADERS SUCCEED What Kind of Stress Triggers Your Derailers? • Deadlines • Personal financial pressure • Negative publicity • Conflict • Confronting underperforming direct reports • Working in a matrix • Dealing with paradox, complexity, uncertainty, or conflicting expectations • Appeasing difficult customers INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide WHY LEADERS SUCCEED Why Leaders Fail Coaching Techniques Adversity Analysis Think of your difficult situations or failures: What behaviors in these circumstances didn’t serve you well? • What would your worst critics say about how you acted? • Do you see a theme or pattern in your behaviors? ARROGANCE INTRODUCTION • Do any of the MELODRAMA derailers VOLATILITY fit thisEXCESSIVE CAUTION HABITUAL DISTRUST ALOOFNESS MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY pattern? PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS Next Slide Why Leaders Fail WHY LEADERS SUCCEED Coaching Techniques Direct Report Evaluation Leave your direct reports alone, and ask them to report back to you with their best ideas and recommendations about the following questions: • How can I be a better leader? • What do I do that makes you nuts? • How do I force you to work around me rather than with me? • When you get together to complain about me, what do you complain about? • When I’m under stress, what do I do that you think is counterproductive? INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail WHY LEADERS SUCCEED Coaching Techniques Finding a Confidant Someone you can trust, who understands your business context and who can provide you with objective, insightful advice, and feedback. – Good choices: • A mentor, retired or still active, who has observed you move up. • Someone who has experience as a coach • A former direct report whom you respect and trust – Poor choices: • Friends or spouses • Organizational allies, because they can become tomorrow’s competitors. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail WHY LEADERS SUCCEED Addressing Organizational Leadership Derailers •Managing derailers helps both careers and companies. •With their derailers under control, leaders free up their strengths. •Coaching a leadership group has a trickle-down effect to the entire company. INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide Why Leaders Fail WHY LEADERS SUCCEED An Evolved View of Leadership • In the past, leaders hid their weaknesses. • That’s not possible now—there are few secrets. • To handle stress, accept that you—and all leaders—are fallible. • Flawed leaders deny they are human, but human beings can still be great leaders. • Accepting this will free you to become aware of your derailers—and learn to manageARROGANCE them. MELODRAMA VOLATILITY EXCESSIVE CAUTION INTRODUCTION HABITUAL DISTRUST ALOOFNESS stress MISCHIEVOUSNESS PASSIVE RESISTANCE ECCENTRICITY • Increased may be inevitable, PERFECTIONISM EAGERNESS TO PLEASE WHY LEADERS Next Slide Why Leaders Fail WHY LEADERS SUCCEED Based on the book Why CEOs Fail by David Dotlich & Peter Cairo INTRODUCTION ARROGANCE HABITUAL DISTRUST ALOOFNESS PERFECTIONISM EAGERNESS TO PLEASE MELODRAMA MISCHIEVOUSNESS WHY LEADERS VOLATILITY ECCENTRICITY EXCESSIVE CAUTION PASSIVE RESISTANCE Next Slide