Many articles have been written about which traits and attributes contribute to a leader’s success. Whether these leaders are corporate executives, small business owners or zealous entrepreneurs, shelves are chock full of books waxing eloquently about what makes these individuals and their organizations so successful. However, seldom do we shine a bright light on the “gotchas,” the things that can absolutely derail even the most well-intended individual in their quest for success.
In my experience as a corporate leader, and now coaching leaders in various types of businesses and organizations, toxins are found everywhere. What I know for sure is, if an individual does not pay attention then they, too, will succumb to the poisons and trappings that are so easy to embrace.
Poor or non-existent communication
For some reason, many leaders do not want to share information unless it is positive and motivational. They avoid being vulnerable in what they share, and err on the side of only sharing what shines a positive light on the company or its trajectory. Big mistake! In the absence of a story, another story will be written by employees and partners. Leaders need to offer up the straight and skinny, and do it early and often. Open, honest communication is the way to build trust — it is as simple as that. And trust is the basis for all good relationships and strong cultures.
Not holding individuals accountable to the set expectations
Setting a vision and an expectation for the organization as a whole is critical. However, equally as important is setting clear, quantifiable, and measurable expectations for the individuals on the team. I am amazed at how many leaders expect their team members to intuit what excellence looks like in their respective roles. This is a fallacy. It is our responsibility to clearly set SMART — Specific, Measurable, Aligned, Realistic, and Time-based — goals for our team members, and to hold them accountable to these deliverables. My mom used a phrase when we were growing up: “A new broom sweeps clean,” which can be interpreted in the business world as new employees or new leaders will work very hard early in their role to win the good graces of their leader. However, over time, often the enthusiasm wanes, the job gets tougher, and the performance suffers. It is our jobs to continue to hold up the mirror for our folks, and compassionately and courageously hold them accountable to the expectations set forth at the beginning.
Believing a perfect decision is the best decision
There is no such thing as perfection. Period. Yet, for some reason, we often fall prey to the analysis-paralysis disease that halts forward momentum. We must seek progress, not perfection. Sometimes we need to just punt and move forward! We can always pivot and correct our course. Keep moving!
Attempting to be all things to all people
No one can please everyone all the time, or even only half the people half the time! Yet I often coach leaders who want to be the subject matter expert in all things. This quest will never succeed. But we can surround ourselves with individuals who have unique specialties and fill the voids we need to fill on our team. It is astonishing how many CEOs say they want to attend “all the key meetings” to “keep the trains running on time.” This is simply absurd. We must learn to delegate to members on our team and let them do their jobs. This helps them grow, helps you build a succession plan, and it allows you to spend time on what is most strategic for your role.
Egos run amuck
Of all the derailers I have witnessed in my career, the one that is the greatest common denominator for every fallen-from-grace CEO I have known is this: Their egos got the better of them. They begin to think they are above the law, they can do no wrong, and their ideas are beyond reproach. One does not have to look very far to find CEOs who have been fired for reasons that can be directly tied to their egos run amuck. As my father would say, “We must always remember where we came from and maintain humility in all things.” Enough said.