Bad behaviour and urge to dominate and put your teammates down is responsible for most of the leadership failures.

 

Leadership is not about being the boss or having the final say. It is about inspiring, motivating, and empowering others to achieve a common goal. Leadership is also about being accountable, respectful, and ethical in your actions and decisions.

 

However, some leaders fail to live up to these standards and exhibit bad behaviour that undermines their credibility and effectiveness. They may have an urge to dominate and put their teammates down, either because of insecurity, arrogance, or ignorance. This can have serious consequences for the team’s performance, morale, and trust.

 

Some examples of bad behaviour and urge to dominate and put your teammates down are:

 

– Intimidating:

This is when a leader uses threats, coercion or manipulation to get the team to do what they want, without considering their opinions or feelings. This can make the team feel fearful, stressed and oppressed.

– Humiliating:

This is when a leader publicly mocks, insults or belittles the team or individual members, without showing any respect or empathy. This can make the team feel ashamed, hurt and alienated.

– Micromanaging:

This is when a leader tries to control every aspect of the team’s work, without giving them any autonomy or feedback. This can make the team feel frustrated, demotivated and incompetent.

– Criticizing:

This is when a leader constantly finds faults and errors in the team’s work, without acknowledging their strengths or achievements. This can make the team feel discouraged, defensive and resentful.

– Blaming:

This is when a leader shifts the responsibility for their own mistakes or failures to the team, without taking any accountability or learning from them. This can make the team feel betrayed, angry and distrustful.

 

These behaviours can damage the leader’s reputation and relationship with the team, as well as the team’s productivity and quality of work. They can also create a toxic work environment that affects the well-being and satisfaction of everyone involved.

 

Therefore, it is important for leaders to avoid these behaviours and urge to dominate and put their teammates down. Instead, they should strive to exhibit good behaviour that fosters a positive and collaborative team culture.

Some examples of good behaviour are:

 

– Delegating:

This is when a leader assigns tasks and responsibilities to the team members according to their skills and interests, while giving them enough guidance and support. This can make the team feel trusted, valued and competent.

– Appreciating:

This is when a leader recognizes and praises the team’s work, both individually and collectively, while giving them constructive feedback. This can make the team feel encouraged, motivated and proud.

– Learning:

This is when a leader admits and learns from their own mistakes or failures, while encouraging the team to do the same. This can make the team feel loyal, confident and resilient.

– Listening:

This is when a leader pays attention and respects the team’s opinions and feelings, while inviting them to share their ideas and concerns. This can make the team feel heard, understood and empowered.

– Empowering:

This is when a leader gives the team opportunities to grow and develop their skills and potential, while challenging them to achieve higher goals. This can make the team feel inspired, engaged and fulfilled.

 

These behaviours can enhance the leader’s credibility and effectiveness, as well as the team’s performance, morale and trust. They can also create a healthy work environment that benefits everyone involved.

 

In conclusion, bad behaviour and urge to dominate and put your teammates down is responsible for most of the leadership failures. Leaders should avoid these behaviours and instead exhibit good behaviour that promotes a positive and collaborative team culture. By doing so, they can achieve better results for themselves, their teams, and their organizations.

 

 

About the Author.

Ratnesh Jain is an entrepreneur, mentor & author.

IIM Ahmedabad alumni with 30+ years of professional and entrepreneurship experience. Past 17 years in Executive search & Growth consulting.

 

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This one thing that impacts business growth very badly is lack of “Sense of urgency”

Yes, a lack of sense of urgency can have a significant negative impact on business growth. When employees or team members lack urgency, they may miss deadlines, fail to prioritize important tasks, or procrastinate on critical projects. This can result in delays in product development, missed sales opportunities, decreased productivity, and overall decreased competitiveness in the marketplace.

In a business context, a sense of urgency is often necessary to respond to market changes, customer needs, and new opportunities. Without this sense of urgency, a business may fall behind its competitors, miss out on potential growth opportunities, and even experience financial losses.

Therefore, it’s important for businesses to cultivate a culture of urgency by setting clear goals, communicating priorities effectively, providing the necessary resources and support, and rewarding employees who demonstrate a sense of urgency. By doing so, businesses can increase productivity, achieve goals more quickly, and ultimately experience growth and success in their industry.

Business leaders need to show a sense of urgency in several areas to drive growth and success for their organizations. Some of these areas include:

Strategy: Leaders need to be proactive in identifying and responding to changes in the market, such as shifts in customer preferences or emerging technologies. They should regularly evaluate their strategic plans and make adjustments as necessary to stay ahead of the competition.

Innovation: Leaders should prioritize innovation and encourage their teams to think creatively to develop new products, services, or business models. They need to be open to new ideas and willing to take calculated risks to stay ahead of the curve.

Sales and Marketing: Leaders need to be vigilant in monitoring sales and marketing performance, analyzing data, and adjusting strategies to ensure their products and services are meeting customer needs and expectations.

Operations: Leaders need to ensure their organizations are operating efficiently and effectively, minimizing waste and reducing costs where possible. They should also be prepared to respond quickly to operational issues or disruptions that may impact productivity.

Talent Management: Leaders need to show a sense of urgency in attracting, developing, and retaining top talent. They should regularly review their hiring and retention strategies, provide opportunities for professional development, and foster a positive and engaging work environment.

In summary, business leaders need to be proactive, flexible, and agile in responding to changes in the market, identifying growth opportunities, and effectively managing their organizations to achieve success.

Have you met Business leaders or Consultants who are highly judgmental?

Someone who frequently form critical opinions or evaluations about others, often without sufficient evidence or understanding.

They are quick to judge others based on their actions, beliefs, or appearance and may hold negative attitudes or stereotypes towards certain groups of people.

Business leaders who are highly judgmental may make quick and often negative evaluations of their employees, colleagues, or competitors. They may have a hard time seeing the positive aspects of people and situations and instead focus on the negative. This can lead to a lack of trust and communication within the company, which can cause employees to become demotivated, disengaged, and less productive.

Such leaders may also have a hard time forming partnerships or collaborations with other companies because of their negative attitudes towards others. They may also be less likely to take risks and may miss out on opportunities for growth and innovation.

This can make it difficult for them to empathize with others and can lead to a lack of open-mindedness. Judgmental people may also be less likely to form close relationships and may be viewed as unfriendly or unapproachable by others. Additionally, they may have a hard time accepting criticism or constructive feedback themselves and may have a hard time learning from their mistakes.

It’s important to note that being judgmental can hinder the success of a business in the long run, and it’s better for the leaders to work on developing a more open-minded and empathetic approach when dealing with others.

When hiring business leaders, it’s important to be aware of the potential risks and challenges that can come with hiring someone who is highly judgmental.

1. Assessing during the interview process: During the interview process, pay attention to the candidate’s attitude and behavior. Ask them questions that will give you an idea of their critical thinking skills, problem-solving abilities, and ability to work with others.
2. Check references: Ask for references from previous colleagues or supervisors and ask about the candidate’s attitude towards their team members and how they handle criticism or feedback.
3. Look for red flags: Be aware of red flags such as a tendency to blame others for mistakes, a lack of empathy, or a closed-minded attitude.
4. Consider cultural fit: Consider how the candidate’s attitude and behavior may fit with the company’s culture and values.

It’s important to remember that even if a candidate seems highly judgmental during the interview process, it doesn’t necessarily mean they will be a poor leader. However, it’s important to weigh the potential risks and challenges that may come with hiring such a person and make an informed decision.

Additionally, it’s important to have a clear process in place for dealing with judgmental behavior once the leader is on board, and set clear expectations for the behavior that is expected and the consequences of not meeting them.

We at BGR – not only check the demographic and psychographic fitment but also cultural fitment – and do thorough reference checks to ensure you get the best possible most apt candidate.

Blue Genes Research [BGR] – Hire your next star player in record time.

Delivering top-tier Indian talent, personally headhunted & vetted for you by HR veterans and Management consultants.

Since 2006, our highly-specialized team of senior HR veterans and management consultants has been helping companies put the right people on the job using a hands-on approach and streamlined yet thorough process. We get results because we don’t just match candidates to required skill sets; we connect you with top-tier hidden talent that will align perfectly with your organization’s culture, vision, and challenges—all in record time.

Talk to us to discuss your leadership hiring challenges. PM me or email me at: rkj@bgr.chittlesoft.net