This document discusses common leadership mistakes and how to avoid them. It identifies six main mistakes: 1) Not celebrating people, 2) Going it alone and being disconnected, 3) Not having growth plans, 4) Poor time management, 5) Going to extremes in leadership style, and 6) Letting bad attitudes prevail. For each mistake, it provides strategies and recommendations for effective leadership, such as affirming and praising employees, delegating tasks, setting shared visions and goals, prioritizing tasks, finding the right leadership style, and not tolerating bad attitudes. The overall message is that effective leaders celebrate their people, connect with others, plan for growth, manage time well, adapt their style appropriately, and promote positive attitudes
4. • Saying a cheerful hello
• Praising their risk-taking
• Displaying a great sense
of humor
Organizations Become
Shadows of Their Leaders .
5. Affirm Your People
• Kudos/encouraging emails
• Personal hand-written notes
and positive voice-mails
• Public praise in meetings and
in team/org publications.
6. Affirm Your People
• Letters of commendation
• In performance appraisals
“There are high spots in all of our
lives and most of them have come
about through some encouragement
from someone else.” –George Adams
7. “The best way to cheer
yourself up is to cheer
somebody else up.”
–Mark Twain
8. Give a Personalized Review
• One-on-one’s at least monthly.
• MBWA
• Gifts/awards customized to
the performer
• Simply saying thank-you
11. Leaders
mistakes
make
and how to avoid them!
“Don’t do leadership to people;
do it with them.” –Ken Blanchard
2. Going it alone;
Being Disconnected
13. Asking a team member what would they
do about it, when they pose a problem.
Employee surveys with specific questions
Speaking last in a team meeting
Connecting with the other key players
15. “Establish yourself with men
of good quality if you esteem
your own reputation.”
–George Washington
16. “Alone we can do so little;
together we can do so much.”
–Helen Keller
17. Delegation
Think through the tasks to be delegated.
Think through who can handle what tasks
up front.
Clearly outline your intent and outcomes
of the task.
Give responsibility and authority.
Set up a follow-up system.
19. Inspire/cast a shared vision
Connect with your own fire in your belly
vision for your organization.
Find out your why your team believes in
what they are doing.
Link those two together with a shared
vision that they can buy into.
20. Inspire/cast a shared vision
Cast it with a guiding coalition then
company-wide.
Resource them to make it happen.
Be open to adjustments and be ready
for the nay-sayers. But don’t let them
de-rail the vision.
21. Leaders
mistakes
make and how to avoid them!
“Speed of the boss—speed
of the team” –Lee Iacocca
3. Not having growth plans
22. This is a marathon,
not a sprint.
Don’t cheat your family.
Take care of yourself;
no one else will.
23. “Every day do something
that will inch you closer
to a better tomorrow.”
–Doug Firebaugh
25. Growth Plans for Your Organization
Strategic planning for 1-3 years out
SWOT analysis
Vision-setting and gap analysis
Thematic goals
Clear job descriptions with pillar
responsibilities that get the org to its mission
Goal-setting in those areas
Regular Coaching
Appraisal on those goals
27. Put the Big Rocks in First
Planning
Relationship-
building
Taking
Inventory/evaluation
against your
goals/action plans
and of people and
their progress
28. Develop a working personal
organization system
TRAF paper: Toss, Refer, Act on, File
Manage email.
Make a task list. Determine your most
important priorities overall and then
tomorrow’s 3 top priorities before
leaving today.
Calendar your tasks/priorities by
making appointments with yourself.
29. Do you need the
meeting?
Do they have an
agenda?
Do you stay on track?
Do decisions
get made and
followed-up on?
Time/task analysis to show what
you are doing every 15 minutes.
31. Capitulate to people
Don’t stick to their guns with what
is right/best
Don’t make the tough calls
PLEASERS
32. Cancers spreading
Status quo management
All-stars getting frustrated
Getting everyone spread too thin
Shaky organizational footing
Resulting in:
33. Overcontrol/micromanage
Clutch information
Display a callous attitude toward
people
Are proud know-it-alls who don’t flex.
Shun transparency
Dictators:
34. Productivity suffers in the long
run through sabotage
Satisfaction/morale suffers.
Creativity suffers.
Frustration/fear at being held
hostage.
Resulting in:
35. Are firm without being harsh
Are decisive according to values of
self/org and with good research/data
Take into account others’ feelings
Are humble servant-leaders
Just Right Leaders:
“When a man realizes his littleness,
his greatness can appear.” H.G. Wells
36. A reputation of integrity
Getting the job done, and done
with better relationships
Believability in leadership
Resulting in: