Uncover Your Hidden Leadership Weaknesses

Often too much focus is put on the lagging indicators of leadership problems such as missed deadlines, sales coming in below plan, and disappointing profit results. The reality is that there are many weaknesses in behavior that should be managed and dealt that hide in plain sight. By ignoring these weaknesses you guarantee lower-than-optimal results.

Here are some questions you may want to ask each member of your management team to uncover your firm’s hidden leadership weaknesses:

  • What written or unwritten rules in your culture/environment/organization/department decrease the effectiveness of your people?
  • Which processes and systems are disincentives for your people to perform at a higher level?
  • When are your strengths becoming your weaknesses?
  • Which of your weaknesses hurts teamwork?
  • Do you have belief systems that are based on opinions rather than facts?  How does this interfere with best practices that others are trying to install in your organization?
  • How do your personal biases affect your ability to really listen to your customers?
  • How do your personal biases affect your ability to really listen to your employees?
  • Are you assessing success based on measurable key performance indicators for each person in your organization? Are you falling into the trap of believing that the value of certain positions cannot be measured?
  • Are you overrating loyalty?  How do you define loyalty anyway? For example, is it doing what is in the best interest of the organization oryour own best interests? Do you measure loyalty based on whether someone tells you the brutal facts or only what you want hear (do your people feel you shoot the messenger)?
  • When you give credit for achievements are you properly attributing success to the real contributors or only to the people who you like best or have been around longest?
  • When you say someone has been indispensible to the growth of the organization, are you talking about the present, or are you still thinking of “the old days”? Can you continually measure why each year?  For example, “Since the sales manager joined the organization our market share grew from 1% to 3% in existing territories, and we expanded into 3 new territories and exceeded our plans in all 3.”

Howard Shore is a business growth expert that works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please contact Howard Shore at 305.722.7213 or shoreh@activategroupinc.com .