A loner, a deep-dyed villain, a peacemaker? Each one of them can be disguised as a "leader."

Please, don't fight. "Pseudo" leadership of the 2 people of Good will, the pursuit of excellence, interpersonal courage, strategic thinking, intelligence is the five major elements of leadership, indispensable. Lack of any one, is not the real leadership talent. So there are five categories of "pseudo leadership".　　Today we'll take a look at the first three categories. Not to be kind ——— isolated apart from the paranoid and ungrateful, there is a class of "not nice" features are easily overlooked, that is, lack of "internal moral norms."　　At present, the moral scandals of enterprise executives are endless, which is the consequence of "not doing kindness" in a broad sense. If a leader is not a good man, even if he has the qualities of four other leaders, even if he can climb to the top of the company, he will become a loner. These people cannot build trust in their employees. In the eyes of the staff, they are a loner. Once there is a scandal, it is CHOUFSO.　　Some people who climb up to the top have a considerable proportion of paranoid or antisocial personalities. There are three problems with people who are not good with others: first, paranoid.　　They suspect the loyalty of subordinates and are constantly monitoring or wary of their men. Second, I do not know how to repay. Use your subordinates, co-workers, and superiors as tools. Employees will feel that they are nothing more than the tools they use. Such people, enterprises in their investment can not be due to return. No matter how good they are, they will eventually feel that the business owes them. They are grumpy and demanding in front of their subordinates.　　Individual do not know the gratitude of the person, in a period of time may be very gentle to the superior, but not long. There are few two problems with successful business leaders. But there is a third problem: there is no ethical code of ethics. Internally, they are not fair to people, not good at the distribution of benefits between subordinates, or to make a more equitable distribution of benefits, but not good at demonstrating the fairness of their practices. In short, they make their men resentful.　　External, once the opportunity, or under pressure, they easily cynical. Raymond Guilmartin, the famous American pharmaceutical firm Merck's former CEO, is a perfect example of a business-ethics rollover. His personal moral problems almost ruined a famous company. Guilmartin, 56, became CEO of the company in 1994, and the Board of Directors directed the development of a new generation of sensational drugs in lieu of important products that would soon be patented. At that time, Guilmartin was determined to innovate, was considered an outstanding CEO of the model, won the board's support. The new drug for Arthritis v Ioxx was granted a patent for the US fd A in 1999, then quickly occupied the U.S. market and was once one of the world's best-selling drugs.　　Merck was forced to pull v Ioxx out of the market in 2004 because of fatal side effects. The number of heart attacks or strokes in the United States due to V Ioxx is reported to be between 88000 and 139000 people. 40% of the people died. What is even more shocking is that Wall Street magazine disclosed Merck's email, proving MerckCompany executives knew the truth about the side effects of drugs as early as 2000. Lack of interpersonal courage ——— and the matter guy "the problem is on the face, but I ignore." These "false leaders" failed in the absence of courage.　　The process of innovation is not inventing, but offending, and offending a large number of people. The timid leader is afraid to do things, dare not offend, indecisive. It's hard to initiate and drive change and innovation, and these people often give you a gentleman impression. But the more they don't want to offend people, the more they offend.　　And things are not popular, the truth is the opposite, the enterprise's problems can not be resolved, and the human conflict is not mediation, grievances have been long, finally and the boss often ended up complaining. Fortune Magazine has written that the poor execution is rooted in the CEO's inability to fire out those who perform poorly. "Specifically, failed C E O are often unable to deal with several key subordinates, allowing their continued poor performance to be deeply detrimental to the company's interests." Shockingly, many C E o tell us that they usually know the problem, their intuition tells them they have a problem, but they don't face it. As a C E o says, ' The problem is blowing in my eye. ' They lose without courage. "Many leadership models now emphasize change and innovation. In fact, reform and innovation do not need too much creativity, many executives are in fact still open minded, willing to change, but not enough courage.　　The process of innovation is not inventing, but offending, and offending a large number of people.　　Do not pursue excellence ——— deep-dyed villain in small and medium-sized enterprises, not the pursuit of excellence are often difficult to survive, but in the super large enterprises or monopolies, often become "deep-dyed villain" paradise. People who are weak in willpower or lack of self-realization need to be able to climb into top management positions. Most people who do not pursue excellence can only climb to the positions of front-line and mid-level managers.　　In small and medium-sized enterprises, not the pursuit of excellence are often difficult to survive, but in the super large enterprises or monopolies, often become deep-dyed villain Paradise. IBM was once bureaucratic and bloated. One ironic IBM joke was widely circulated: two cannibals were recruited into IBM. The company's personnel director knew that the two men ate people every day, and warned them: "If you dare to eat a person in the company, you will be fired immediately!"　　"Two cannibals agreed, saying they would never eat people in the company." Two months have passed.　　The company is safe. But suddenly one day, the company garbage flooded, we immediately found the cleaners disappeared.　　So the personnel director was very angry, found two cannibals Nu scold, and fired them on the spot. Out of the company Gate, a cannibal immediately complained to another: "I have been warning you not to eat the people who work, you just don't listen!" We eat a manager every day for two months, and nobody finds out. Now that you've eaten the cleaners, they'll find out! You're a pig! "IBM had a big rule in the early 90Model loss, its bureaucratic style and the leadership of "inaction" seems to have a certain connection. Prior to Gerstner's takeover of IBM, John Aix, CEO and Chairman of the 1985-1993, said his omission almost ruined IBM when IBM lost 8 billion dollars a year. Of course it's not the fault of Aix. The bureaucratic culture of IBM chooses those who prefer the culture to become its leader, and those who are self-fulfilling cannot stand it and leave.　　Those who left were successful in other companies. Many people now emphasize executive power. Why does some C-eo perform poorly? The reason is not the lack of executive power, because they do not pursue the motivation of excellence. The implementation does not need the ability, only needs diligently, only needs not to be afraid of the trouble. This kind of person does not have the time sense of urgency, gives oneself and others all indefinite deadline and the timetable.　　The things they were given to them, and the things they promised to do well, were mostly ignored.　　"Trailer" This edition will analyze the latter two categories of "false leadership" ——— lack of strategic thinking of the "headless Knight" and the Low intelligence of "fatuous." Author: In the Wind (name Li Feng, Ph. D., independent advisor, trainer, University of Hong Kong). ) Our Blog: ndgssh.blog.163.com