Seven Deadly Sins of Leadership

Passiveness

Leaders cannot be passive. Direction must be given. The needs, wants, ideas of the leader must be known and asserted. Leadership necessitate not be aggressive. They must, however, have got the full scope of assertive skills, ranging from basic averment of their demands through to effect averment when their demands are not being met.

Unaccountability

Leaders take answerability for their actions and the actions of those they lead. People who act upon groupings to take grouping determinations and conceal behind the grouping determination are politicians, not leaders. So are leadership who delegate duty for making a determination and do not take answerability for the ability of the individual so delegated to make the decision. Leadership admit their errors freely, safe in the cognition of what they have got learnt.

Thoughtlessness

Leaders think. They admit they are making premises when they do them and that they are considering sentiment rather than frock it up as a fact. They make not use concern theoretical accounts from other industries or concerns without considering whether their external operating environment, strengths and failings are or can be made to be similar. They make not utilize cants without knowing what they mean. They make not utilize cants without how implementing them will impact their operation, in detail.

Affectation

Leaders are genuine. They make not presume a character from the dust screen of the up-to-the-minute concern guru book. They do not copy other's traits and wonts in conceited hope that looking like a leader will make them a leader. They are happy with who they are, warts and all. They are not, and make not have got to be, a transcript of Jack Welch.

Greed

Leaders share. Leadership share the glorification of success. They see equity, not as a democratic ideal, but as portion of what it intends to be fair. They recognise that people necessitate to experience valued to be motivated. They also share the workload and authority, apprehension that independency and accomplishment is a strong reward.

Laziness

Leaders have got high energy. Leadership will work through to three in the morning time to ran into a deadline. Leadership make not acquire upset or fazed by problems. Rather, jobs go chances to work out the problem. Leadership understand what is important, not just what is urgent.

Inconsistency

Leaders are relentless and resilient. They put a goal, invent a scheme and carry the strategy. The scheme is changed consciously. The scheme is not changed unconsciously by reactive decisions. They make not let their temper or the temper of their subsidiaries to change what they assert.