 "Plenty," says Kathleen Brush, a 25-year veteran of international business and
author of "The Power of One: you're the boss," a guide to developing the skills
necessary to become an effective, respected leader."When looking at the
corporations reporting lower-than-expected earnings, you need to read between
the lines. They are not going to admit that the reason is a failure of
leadership, but 99 times out of 100, that's what it is."
She cites Oracle, the business hardware and software giant, which recently
reported a quarterly revenue shortfall based on a decline in new software
licenses and cloud subscriptions.
The company is "not at all pleased with our revenue growth this quarter,"
Oracle co-president Safra Catz told analysts. "What we really saw was a lack of
urgency that we sometimes see in the sales force ..."
They are pointing the finger at the employees, but they are really admitting
a failure of leadership, Brush says.
"Do you know how simple it is for managers to motivate salespeople? If indeed
the lack of sales urgency is the problem. There are dozens of bad leader
behaviors that can cause sales to decline," she explains.
In her work for companies around the country, from restructuring operations
to improving profitability, Brush says she sees an epidemic of bad leader
behaviors.
"When I point them out, most leaders downplay, or refuse to acknowledge, the
impact their behaviors are having on their bottom line. But, in companies where
leaders change these behaviors, employees become engaged and motivated. It is
really that simple to increase productivity, innovation and the bottom line,"
she says.
"If you're a boss examining your own lower-than-expected performance, instead
of wasting time searching for scapegoats, look in the mirror. Most bosses
unwittingly exhibit bad leader behaviors daily that cause their businesses to
suffer."
Here are four increasingly prevalent and damaging behaviors:
This
is a category that doesn't just annoy employees, it appalls them. As such,
it's a powerful de-motivator. When a boss breaks or fudges the rules,
cheats, lies, or indulges in behaviors that reveal a lack of moral
principles, he or she loses employees' respect. Without their respect, a
boss cannot lead. In addition, when a leader indulges in unethical
practices, he gives his employees permission to do the same. Padding mileage
reports, splurging on business travel expenses, failing to take
responsibility for mistakes -- they all become endorsed activities by the
boss -- the role model.
[to top of second column] |
-
The unfair
boss: Our current societal efforts to treat people equally
-- think gay marriage, health care reform, the children of
undocumented immigrants -- have led to confusion among some
leaders about "equality" versus "fairness" in the workplace.
"I talked to a manager who gave all his employees the same pay
raise because he ‘wanted to be fair,'" Brush recalls. He then
seemed mystified that the productivity of his best employees
declined to that of an average worker. "Rewards can be powerful
tools of motivation, but they must be administered fairly," she
says.
-
The buddy boss:
Bosses can never be buddies with their employees. Ever.
Friendships neutralize the boss's authority and power. They can
also cloud a leader's objectivity and hinder her ability to
correct behaviors, to delegate and to hold employees
accountable. When friendships compromise output, it's the boss
who will be accountable.
"Be friendly to employees, but do not cross the line that
muddies the relationship between boss and friend. It could cost
you your job," Brush says.
-
The disorganized boss: Workplaces
are filled with employees who lack direction because
disorganized leaders don't deliver and manage plans and
strategies to guide their teams. What's the chance of an
unguided team maximizing its productivity to create
competitively superior innovative widgets? "What's the chance of
employees being inspired by a leader who leads like a doormat or
by random thoughts?" says Brush.
"As a manager, you wield a tremendous amount of power," she
says. "You can be an incredibly negative power or a positive one
who's looked up to by both peers and employees. For the latter,
bosses have to purge the bad behaviors."
___
Kathleen Brush has more than two decades of experience as a
senior executive with global business responsibilities. She has a
Ph.D. in management and international studies. Brush has been
teaching, writing and consulting on international business and
leadership for companies of all sizes, public and private, foreign
and domestic. For more information, visit
www.kathleenbrush.com.
(Book)
[Text from file
received from News and
Experts] |
