Many leaders fondly call themselves leaders but their actions and behavior say something totally different. Here's is why 70% of managers fail to become leaders

1. The Leadership Challenge. Why
70% of Managers Fail to Become
Leaders.

2. One week ago I read a post from Chelene Pedro about a CEO who was very
nasty and disrespectful to one of his managers. The guy shouted so loudly,
everyone down the corridor knew that he didn't like the size of the font. The
manager walked out of the CEO’s office and returned with a handwritten
resignation letter dated "effective immediately." Can you blame him! how in
God’s green earth do you expect anyone to function in that type of environment
and I am a 100% sure this manager is not the first employees to face that type
of abuse from that CEO.
This story really stuck with me and I can understand why 70% of managers
fail to become leaders, they fondly call themselves leaders but their actions and
behavior say something totally different. Harvard Business School scholar
John Kotter has argued that there are three fundamentals processes for effective
leadership that a lot of managers have failed to grasp.
 Establishing a compelling direction, a vision for the future and the
strategies for how to get there.
 Aligning people, communicating the direction, building share
understanding, getting people to believe in the vision and then
persuading and influencing people to follow that vision.
 Motivating and inspiring people to enact the kind of change that you have
articulated.
Kotter further argued that finding people with leadership potential is much
more difficult than finding people who are good managers. Since driving

3. change is much more difficult than striving for efficiency and meeting near-
term financial and nonfinancial targets.
The renowned leadership expert Warren Bennis the author of 30 leadership
books and one of my favorite On Becoming a Leader indicated that "A leader
is not simply someone who experiences the personal exhilaration of being in
charge. A leader is someone whose actions have the most profound
consequences on other people's lives, for better or for worse, sometimes
forever and ever."
When you are responsible for managing and leading people, you have the
opportunity to make a profound impact on your employees, but it’s up to you
as the CEO to recognize that your employees are your most prized asset.
There's no excuse for any so-called leader to abuse their employees. I have
seen with my own two eyes, CEOs and managers taking pleasure in this kind
of nasty behavior because they know and in many instances have convinced
their employees that their company is the only one to work for, no other option
exists.
I can remember attending a departmental meeting scheduled by the CEO and
this guy was trying his best to brainwash the staff to believe that if anyone
leaves the company, they will be unemployed for 4 years. The CEO was so
brazen, he even asked people to raise their hands if they believe they will get a
job within the 4 years; only 4 employees, myself included, out of the 35
employees raise their hands.

4. You have to be very careful about the people who call themselves leader,
especially the ones with Pseudo - Leadership tendencies. Manyof these people
are only concerned about their own well being, nothing else. Leadership is
about people, it's about inspiring people to believe that the impossible is
possible, it is about developing and building people to perform at heights they
never imagine and it's about making a positive impact on your community,
your company, your department, your employees and by extension the world.
Leadership is never about tearing people down and making people feel less
than themselves. According to Charlene if you want to be a great leader you
must first start with being better human being.