The temptation that leaders must resist

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Lesson 1 the temptation that a leader must resist

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A superior leader should go beyond the ordinary business matters and overcome the hidden temptations. /Patrick Lencioni

When all leaders fail. If they fail, they will often blame those annoying reasons, such as strategic mistakes, inadequate marketing, competing threats and technical mistakes. However, these are just the symptoms of the problem. All leaders have made the same fundamental mistake: succumb to a certain temptation to complicate the situation without any need; focusing too much on some details damages your leadership.

Because leaders do not want to face and overcome these temptations, what they do will put the success of the Organization in the hope of danger. Specifically, what are the temptations we are talking about? That is: Select status rather than work outcome, choose personal prestige rather than responsibility, choose the right decision rather than clear instructions, choose surface harmony rather than dispute, select impeccable rather than trust.

One of the temptations: choosing a position rather than a work outcome

For a manager, the most important principle that must be clarified is to aim at results. However, in many companies, managers with the highest rating often do not. Many leaders regard other things as more important than their work achievements. This represents the most dangerous situation in various temptations: the desire to protect your professional position. However, the question is, how can a person become a leader of a company if he is not "paranoid" in pursuit of results (from the book "only paranoid can survive" by Intel's former chief executive officer guluff? For example, most of the CEOs were "paranoid" in pursuit of results before obtaining the highest position ". Unfortunately, when they reach their goal and are called the chief executive officer, many of them turn their attention to how to maintain their position.

The reason for this situation is that their real life goal is only to gain personal benefits. Standing at the peak of your life goals is of course only a downhill journey. We can reasonably infer that once they reach the highest position, they will be protected by no means. For this reason, many CEOs and most managers make decisions to protect their interests or reputation.

What's more, they also avoid making decisions that may damage their status. In practice, they tend to return to those who are "self", rather than those who contribute to the company's performance. This raises the question: do managers not understand that they will gain a higher position and greater "self" satisfaction by concentrating on their achievements? Yes, they understand that, however, in practice, it takes a long time and a lot of work, and there will be too many dangerous episodes that may lead to loss of status in this process.

There is only one way to overcome this temptation, that is, to take work achievements as the most important criterion for personal success. Otherwise, you can only withdraw from the leadership position. The future of your company, whether it is too important for employees or customers, is a measure of your position.

Temptation 2: choose personal prestige rather than responsibility

Even if some leaders resist the temptation to protect their status too much, they sometimes fail. Why? Because they did not motivate employees to take responsibility for their responsibilities. This is a necessary condition for achieving results. At this point, leaders succumb to another temptation: To welcome themselves.

It is common to expect to be welcomed by employees, but it is dangerous for leaders. Leaders can be "lonely. For most members of the company, it is difficult for the top leaders to have more time and everyone to be familiar with, except those who report directly to him.

The people who report directly to the leadership are generally about the same age and salary level as other employees in the company. Most leaders become friends with these subordinates and often feel the same for their needs and shortcomings. Finally, due to the current massive tasks, the leaders and their subordinates felt like brothers.

Therefore, when we need to tell these people who are close to ourselves that they have not met their expectations, it is no wonder that the leaders have been stuck. This is not because they are too busy or too lazy, but because at this time they are difficult to face the dilemma of worrying "friends.

As a leader, we must strive to win the long-term respect of our employees and direct subordinates, rather than their personal feelings. Do not regard employees who report directly to you as a group of advocates. They should be considered as key figures to fulfill their responsibilities and achieve the company's expected performance. It must be kept in mind that if you fail, your subordinates will no longer like you.

Temptation 3: Make the right decision rather than clear instructions

Even if some leaders resist the temptation of protecting their status and being popular, they sometimes fail. Why? They succumb to another temptation: to make "right" decisions to ensure certainty.

Many leaders, especially those who like data analysis, want to ensure that their decisions are always correct. However, this is impossible in the real world where information is incomplete and full of uncertainty. Therefore, those leaders who like precision and correctness often delay their decisions and cannot give them clear instructions. They give vague and indecisive instructions to employees, hoping that they can find the correct answer at work.

Therefore, the key point is that the decision-making instructions of leaders must be clear rather than accurate. Remember that if you take decisive actions, rather than always waiting for more information, your subordinates can learn more. If you are found to be wrong when more information is available based on the current information, you can change the plan and explain it to your subordinates. It is your responsibility to take the risk of mistakes. For you, the real loss of mistakes is only your self-esteem. For your company, if you are a leader and you are not willing to take the risk of making mistakes, the cost is the overall paralysis.

Temptation 4: Choose surface harmony rather than dispute

Even if some leaders can overcome these three temptations, they sometimes fail because they are often dissatisfied with their decisions. This is because they fail to make good use of the most convenient source of information: those who directly report to them. Why? Because these leaders succumb to the next temptation, they desire harmony.

Most leaders believe that it is much better for employees to agree with their decisions and follow the crowd than to disagree with the decisions or conflict. This behavior model is also one of the reasons why leaders have been promoted to their current position. However, on the surface, Harmony often limits constructive disputes. In other words, it is a warm exchange of opinions around one thing.

Without such disputes, the actual quality of leadership decisions is often lower than normal. The best decision can be made only after all kinds of knowledge and opinions are publicly discussed. Not everyone's views and opinions are worthy of approval, but these factors should be carefully considered by the leaders. After all the information that can be obtained is studied, the chance to draw the best conclusion is certainly relatively large, not to mention that this obviously improves everyone's confidence in the final decision. This is equally important.

Inconsistent voices should be tolerated. You can encourage subordinates to publicly express their different opinions and encourage them enthusiastically. Noisy meetings are often a manifestation of progress, while "awesome" meetings are often a typical symptom of throwing important events aside for discussion. During the meeting, you need to guard against and stop personal attacks, but your control should not be able to restrain everyone from exchanging key opinions.

Temptation 5: choice is impeccable, not trust

Even if some leaders resist the four major temptations of protecting their positions, wishing their subordinates to welcome them, making only the right decisions, and maintaining harmony, sometimes they will fail. Why? Even if leaders are willing to cultivate constructive disputes, their subordinates may be reluctant to do so. Why? This is due to the Last Temptation of a leader: desire to become impeccable.

Leaders are people with power. If colleagues or subordinates discover their own faults, the leaders will feel unbearable. They mistakenly believe that if employees can easily challenge their decisions, they will lose their authority.

No matter how hard these leaders are to push forward constructive disputes, they are all just looking for fish. Employees are insecure because leaders are reluctant to join the discussion. The result is that the people directly under the company are keen to speculate on the opinions of the leaders. They only argue with each other in a symbolic manner at "convenience.

You should always encourage employees to challenge your ideas. Trust your subordinates and trust your reputation and self. This is the highest level of trust you can provide as a leader. Your subordinates will be rewarded with respect and honesty, and will follow you when you treat your employees.

The above five temptations should serve as an "alarm" for leaders to remind themselves that success often leads to a series of fatal behaviors. These actions are so difficult to control and changing them is so painful.

Patrick Lencioni is the Managing Director of the Table group Group, a professional research organization and manager team. He is the author of obsessions of an extraordinary executive: The four disciplines at the heart of making any organization world-class, or a professional speaker and filmmaker. /