1 / 9

Management Mistakes

Management Mistakes. Thirteen Fatal Errors Managers Make. 13 Fatal Errors Managers Make And How to Avoid Them , Steven R. Brown, Berkley Books, 1985. 13 FATAL ERRORS MANAGERS MAKE. Refuse to accept personal accountability. Fail to develop people.

jess
Download Presentation

Management Mistakes

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Management Mistakes

  2. Thirteen Fatal Errors Managers Make 13 Fatal Errors Managers Make And How to Avoid Them, Steven R. Brown, Berkley Books, 1985.

  3. 13 FATAL ERRORS MANAGERS MAKE • Refuse to accept personal accountability. • Fail to develop people. • Try to control results instead of influence thinking. • Join the wrong crowd. • Manage everyone the same way. • Forget the importance of profit (cash).

  4. 13 FATAL ERRORS • Concentrate on problems rather than on opportunities. • Be a buddy, not a boss. • Fail to set standards. • Fail to train their people. • Condone incompetence. • Recognize only top performers. • Try to manipulate people.

  5. Ten Fatal Flaws That Derail Leaders Jack Zenger and Joseph Folkman, Harvard Business Review, June 2009

  6. Ten Fatal Flaws • Lack energy and enthusiasm - They see new initiatives as a burden, rarely volunteer, and fear being overwhelmed. One such leader was described as having the “ability to suck all of the energy out of any room.” • Accept their own mediocre performance - They overstate the difficulty of reaching targets so that they look good when they achieve them. They live by the mantra “Underpromise and overdeliver” on their own efforts.

  7. Ten Fatal Flaws • Lack of clear vision and direction - They believe their only job is to execute. Like a hiker who sticks close to the trail, they’re fine until they come to a fork. • Have poor judgment • They make decisions that colleagues and subordinates consider to be not in the organization’s best interests. • “Me first,” not the organization first.

  8. Ten Fatal Flaws • Don’t collaborate - They avoid peers, act independently, and view other leaders as competitors. As a result, they are set adrift by the very people whose insights and support they need. • Don’t walk the talk - They set standards of behavior or expectations of performance and then violate them. They’re perceived as lacking integrity. • Resist new ideas - They reject suggestions from subordinates and peers. Good ideas aren’t implemented, and the organization gets stuck.

  9. Ten Fatal Flaws • Don’t learn from mistakes - They may make no more mistakes than their peers, but they fail to use setbacks as opportunities for improvement, hiding their errors and brooding about them instead. • Lack interpersonal skills - They make sins of both commission (they’re abrasive and bullying) and omission (they’re aloof, unavailable, and reluctant to praise). • Fail to develop others - The focus on themselves to the exclusion of developing subordinates, causing individuals and teams to disengage.

More Related