Bad Leaders Fail 75% Of The Time

Bad Leaders Fail 75% of the time

One of the points I made earlier in this conversation was the Bad Leaders make bad choices 75% of the time. Two (2) of those choices are not building coalitions and not looking at how the change will playout like a stage play. Leaders that neglect to build alliances in various the groups - peers, followers, non-followers, outsiders and observers - make the of becoming the issue, instead of leading the change. Organizational members can then ignore the need for change by getting rid of the leader that represents the issue. However, if there are several people trumpeting the same message for change, it is harder to marginalize and get rid of them. The message is usually about what change is needed to the organizational structure in order to accommodate the new world order being brought about by other elements and forces outside the organization. An organization that does not adapt to these changes will eventually die out. However, leaders face a tougher challenge when changing organizational elements because people like certainty. They know where their next meal is coming from now. If you change the rules, they don't know if they will get fed. Change can also affect many other aspects of the organizations psychie, but that discussion is too broad to cover in one paragraph. To summarize, an organization has a history, culture, rituals, pride, and many other facets that need to be accounted for in order to instigate change. If a leader neglects any portion of this, they may be unwittingly building a coalition against them. To understand this last point, leaders need to look at the change process as a play being produced. There is the author who wrote a message into the story, the actors portraying characters in the story, there is the director who is adding and deleting scenes to help focus a message in the story, and then there is the audience who is watching the play. Add scenery, lighting and music to spice up the drama, and you have a play. A leader that can step into all these roles as well as step out and watch how all these roles affect each other, can more accurately tailor their corrective actions. Stories are adapted all the time to summarize longer stories. For example, ReBoot ends with a rendition of "I'm a modern major general".

What denotes a Negative Leader?

This is in response to:

Avoiding negative leadership practices

If leadership is guiding intent with integrity towards a goal, then negative leadership is one style of leadership among seven (7) styles : Great, Positive, Good, General, Bad, Negative, and Dark. While leaders also interact with five (5) other groups: peers, followers, non-followers, outsiders and observers.

The qualities of a negative leader listed in the article were: - tendencies to control everything, - interfere and dictate how the job should be done, - their goal is to hijack the glory of the good results, and - to absolutely refrain from any delegation.

Other qualities of negative leaders to consider are: - their type of guidance provided? - their intentions? - how they view the social contract? - what are their goals? - responses in decision making areas?

A leader's guidance can motivate their subordinates? Or, place them under greater stress to complete the project? Does the guidance imbue the subordinate to take initiative? How are subordinates separated from each other? What words does the leader use?

What are the leader's intentions? For himself, for his subordinates, his career, and so on. Does the leader intend to share success or keep it to himself? Is this just part of a larger project? How close is the leader keep their intentions? Why did the leader join this project?

How does the leader view the social contract between him and his subordinates? Is the contract a mutual one, or is there a 75/25 split? How often is the leader trying to break the contract? What methods does the leader use to break the contract? When and how are people removed from the group?

What goals has the leader may expressed? Are there other goals in mind. Many people usually see an opportunity as a stepping stone to another, what does this leader see this goal as?

Decision making is usually situation. Here are several categories that a leader will make decisions in. They are: communications, rules, roles, problem solving, issue identification and raising, reputation, human condition, integrity, intent, guidance, promotion, individualism, group membership, group management, task management, strategies, expressions, influence, security, networking, offensive actions, defensive actions, resource allocation and distribution, governance, observation.

Then there are the other people that they interact with, the: peers, non-followers, out-siders, and observers.

How does a negative leader interact with fellow peers? How does he talk about his subordinates? How does he talk about his projects? What issues does he raise and address surrounding his goals?

Non-Followers are those that dislike the leader usually. The message that the leader trumpets usually grates against them in various ways. Either through violations of integrity, or a knowledge or distrust of their true intentions. Or it could be that the guidance is so poorly worded that the non-follower recognizes the harness of the negative leaders speech and tries to stay clear.

Out-Siders are usually unaffected by the leaders actions, discussions, goals, or day to day interactions. However, if this group has something that a leader wants / needs, they may become a target for a larger strategy to acquire that resource.

And finally, there are the observers. These individuals live in all camps. They are peers, followers, non-followers, and out-siders, who watch the leader and take in his decisions and actions from a distance. They calculate his next possible move, and contemplate what his overall objective is and how likely he is to make it. In the end, observers play a vital role for keeping leaders in check, in either reminding them about how in-effective they are, to how effective they are being, or how over reaching they are.

So, as you can see, the discussion of a negative leader is much larger than originally described. I look forward to reading more about your thoughts and findings on the subject.

What guidance would you give to a leader?

This guidence was given to "Anne Salisbury, PhD" after listening to her lecture on Fireworks.

https://www.youtube.com/watch?v=OrqDGR042vg

In comparison to the lectures on meditation from SFZC.org, this lecture seemed very confusing, because it lacks two (2) key elements: the journey towards the goal, and how achieving the goal will enrich other's lives. Which, if held in thought correctly, sets up a positive feed back loop, that self motivates the individual to work towards the goal, even though it seems very far away.

An info graphic that displays this very closely, is of 10 guys sitting on a 10 case stairwell. On each stair the figure has an expression - emoticon and written expression - that describes his thoughts. At the bottom of the stairwell is exasperation at how much work he has to do. In the middle he is seeing some of the fruits of his labors. And at the top, he is jumping for joy that he has succeeded.

From a leadership perspective, with leadership defined as, "Guiding Intent with Integrity", this lecture on thoughts to meditate about would best be served by suggesting to the audience this guidance. "Think of a phrase that describes what you want to accomplish, and how you will feel when you accomplish it." Then, every time you reach a hard spot, remember to chant this phrase like a mantra. Don't allow any other thought to enter. Stay grounded and focused on this mantra until your mind clears and the solution to the problem in front of you becomes clear.

It is the readers intentions to achieve the goal they have set forth for themselves. It is the authors intentions to provide you with the best possible guidance given. As for the fireworks reference, I'm not sure what this was in reference to. Maybe it's the spark of joy that comes from reaching a goal, I guess.

As for integrity, this is the social contract between the leader and his audience. Are you in integrity by talking about meditation rituals that do not include a discussion on clearing the mind, or finding a path to permanent happiness, or even offering a clear example on how to bring happiness into your mind while it is clouded with frustration and anger?

Please take a moment to listen to the teachings from SFZC.org to understand my points. And contemplate the deeper meaning of what leadership is, and how it can enrich someone's life when applied correctly.

What is Bad Leadership?

Bad Leadership, as defined by the definition of leadership, "Guiding Intent with Integrity", Bad leadership is a product of several bad choices on the leaders part that misguides his followers, hides, represses or denies intentions, and completely misunderstands or construes the social contract between them and their followers. A bad leader consistently makes bad decisions 75% or more of the time.

Leaders Represent Followers to Non-Followers and Observers

One of the problems in leadership is the ability to represent their followers without being marginalized. In a corporate environment, this would look like, a leader representing his group as he reports to his superior. If the leader looses focus of the issues be dealt with - either through distraction, promotion, scope creep, or seduction - then the leaders ability to move both his superior and his followers lessons. Until the leader has no power what so ever because he is considered incapable by both his superior and his followers.

In essence, the leader has to remain independent of the issues in order to achieve the goals. And, the leader has to ask the followers the hard question, "What do WE need to change in order for us to get what we need?"

The problem is that the followers want everyone else to change, so that they can avoid the hardship of change. This however is unrealistic. In every piece of facilitation I perform, there is a point where the group has to acknowledge that: - they want something new, - they are getting something through their actions, and - they have to give up something to get what they want

Yes there is the emotional attachment to the familiar, but change requires leaders to think about new and creative ways to help people move from their current behavioral mind set to a new mindset, through a series of easy to follow steps.

For example, Steve Jobs held a belief that technology should help people do their work as a natural extension to their existing life. The iPhone was a natural extension to merging the Phone, PDA, iPod, Camera, and many other devices. Google Glass unfortunately was not a natural extension of a daily activity, and in fact got in the way of many people's ability to carry out their daily lives. However, while Google Glass may not have practical applications for the sited, it may hold many benefits for the blind.

This is how the issue remains center stage, while the leader represents the group of followers to the non-followers and observers to insure that their voice is heard, while holding the delicate balance of not becoming the issue.

The problem of the uncomfortable!

The problem of the uncomfortable, is not the goal, it is the journey. Even in project management, there is a lot of energy put towards identifying risks and mitigating them. Another metaphor for this same journey is a Dungeons and Dragons quest.

The Man Kind Project looks at the uncomfortable through many processes, but one identified in the article is "Stretches". Stretches, or SMART Goals, are the steps in the project plan to walking the journey and achieve the goal.

Specific Measurable Attainable Realistic Time Bound

While these steps, ask you to look at the best case scenario outcome, we often forget to examine the worst case scenario outcomes, that most project managers look at on a daily basis.

Dependencies Risks Issues Assumptions Unknowns

For many people, the only worst case scenario they consider is, "Being hit by a train!" They never consider that they might be hit by a body part of someone else's worst case scenario. Or even worse, someone's best case scenario being to push someone into their worst case scenario. (- Sorry, it's a little gruesome for role playing effect! -)

"No strategy survives contact with the enemy.", Helmuth von Moltke the Elder. It is only in recognizing patterns that we find the path of least resistance to the goal. Many Jujitsu students study how to navigate their partners counters to eventually submit them. Chess students also study chess patterns to build strategies.

Like Jujitsu students, members of the Man Kind Project, study processes that help men explore their worst case scenarios. Processes for looking at risks. Holding men accountable to agreements. Ways to cleanly express upset and wants, while acknowledging why those things are important. Seeing judgement and beliefs for what they are .. walls. Understanding that sometimes we have to give up something to get something. and more ...

A process I use and can share from Directed Dreaming, is this: What is the issue? What is causing the issue? What are solutions for this issue? How do I feel about this issue? What do I do when this issue comes up? Can I live with this issue? What am I getting now with things unchanged? What would I get if things changed? What would I have to give up if things changed? What do I want?

The Journey. Not the goal is where the uncomfortable lies. Crossing the mountain through mud and snow. Over treacherous bridges and glide lines. Climbing sheer faces with 1000 foot drops, or being chased by a bear. These are all possibilities on a journey through a mountain pass. Until you meet a troll under a bridge. Or come a cross a home that smells of candied cakes. Or maybe a something else from the Grimm Fairy Tales.

Face your fears and you will conquer the world.