The Seven Most Common Mistakes Leaders Make Impact Consulting Group, LLC

The Seven Most Common Mistakes Leaders Make

Impact Consulting Group, LLC

• Out of 10,914 workers surveyed by Blessing White, only 31% are engaged. (Blessing White, 2011)

• Employees worldwide who know their managers as "people" are more likely to be engaged.

• 69% of American workers would work harder if they were better recognized.

According To ResearchAccording To Research

• 46% of new hires leave their jobs within the first year.

• 63% of employees who do not feel treated with respect intend to leave within two years.

(Human Resources Employment

Engagement Statistics, 2011)

The number one reason people

leave their jobs or report dissatisfaction

in their jobs is their relationshipwith their immediate boss.

(Human Resources Employment

Engagement Statistics, 2011)

The Seven Most Common Mistakes The Seven Most Common Mistakes Leaders MakeLeaders Make

Avoidance of key issues Too much negative feedback Absence of positive feedback Disrespectful treatment Imbalance of accountability and inspiration Doing, not leading Lack of humility

Avoidance of Key Issues (Difficult Situations)

Leaders avoid issues because:Leaders avoid issues because:

They don’t like confrontation and avoid it at all costs!

They don’t know the words to use. They don’t want to offend someone. They’re too busy with their own stuff. They aren’t paying attention.

Too Much Negative Feedback

Leaders give too much Leaders give too much negative feedback because:negative feedback because:

It’s a natural human response when expectations are not met.

It’s often directly related to their own stress. It may be linked to pressure they’re getting

from their boss. Some of them think it’s their job to correct

people.

Absence of Positive Feedback

Why donWhy don’’t leaders give t leaders give positive feedback?positive feedback?

They don’t think about it. They don’t have a disciplined plan of

accountability (for themselves) to give it. They think a paycheck is feedback enough. They don’t want to deal with ‘raise’ issues at

review time. They think employees will use it as an

excuse to ‘not’ improve.

Disrespectful Treatment

Key PointsKey Points

Leaders’ actions have an enormous impact on those they lead. There is power in the emotional intelligence of a leader to inspire, arouse passion and enthusiasm and to keep people committed.

Concept taken from Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman

Key Points Key Points (cont)(cont)

No one wants to work for a grouch. Optimistic, enthusiastic leaders more easily retain their people, compared with the bosses who tend toward negative moods.

Although emotions and moods may seem trivial from a business point of view, they have real consequences for getting work done.

Concepts taken from Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman

Key Points Key Points (cont)(cont)

In a survey of more than 1,000 U.S. workers, 42% reported incidences of yelling and other kinds of verbal abuse in their workplaces, and almost 30% admitted to having yelled at a co-worker themselves. This creates emotional toxicity.

Concept taken from Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman

“Out of control emotions make smart people stupid!”

Emotional Intelligence by Daniel Goleman

Imbalance of Accountability and Inspiration

Doing, Not Leading

Lack of Humility

Humility is…

Valuing others beyond yourself.

A humble leader:A humble leader:

Admits weaknesses and mistakes Is appropriately patient with others’ mistakes Is open to correction (not ‘my way or the

highway!’) Points the spotlight on others Is interested in others

Individual ApplicationIndividual Application

Identify the top mistake you make and one or two ways to overcome that in the future.

What is your #1 Aha today?

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