Convinced of their brilliance and highly ambitious, leaders can be highly intimidating to those around them. Several directors left, and sales plummeted. Interpreting the criticism as foot-dragging, she chided them and pressed on with her plan. They may retaliate or fail to use the feedback to improve weak areas.Ī division director at a Silicon Valley firm pushed products that didn’t match customers’ preferences and didn’t listen to team members’ informed objections. Some leaders intent on change view any criticism as resistance to their ideas. Year-over-year sales in most of her district dropped. She ignored higher-priority performance problems. The new district manager for a fast-food chain got bogged down in designing in-store displays and advertising-something she had excelled at in her previous role as store manager. Leaders may try to ace one component of the new job and (as a result) pay insufficient attention to their broader responsibilities. More than 60% of underperforming new leaders fall into at least one of these five traps: The Idea in Practice Avoid Barriers to a Quick Win They also advance your career: Leaders who produce them outperform peers by as much as 60%. Instead, pursue collective quick wins: measurable business accomplishments (cost reduction, revenue growth) enabled by substantive contributions from your employees.Ĭollective quick wins benefit your company and unleash your team’s potential. To escape the traps, resist any urge to ride roughshod over others to prove your mettle. Within five months, the rate dropped 15%. Her style made them feel stifled and underappreciated. One new call center supervisor began micromanaging employees in a bid to improve their first-call-issue-resolution rate.
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