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When Leader-I-Tis Becomes Fatal: Failures 10-12

Quality Leadership Tips For You: The Quality Leader’s Life
 
When Leader-I-Tis Becomes Fatal:
The Twelve Leadership Failures That Sink An Organization (10-12)
 
Remember my definition for Leader-I-Tis?

Leader-I-Tis is a horrible disease that attacks once healthy organizations and severely impairs them, rendering them mostly ineffective and impotent. Leader-I-Tis is the leading cause of broken relationships and the killing of vision in an organization. Highly contagious, those without a strong backbone are highly susceptible to infection. If detected early, there is a cure that may save the organization from irrelevance. If Leader-I-Tis is ignored and rationalized away, a slow and painful death of the organization is the certain outcome.

Untreated, Leader-I-Tis will eventually sink the organization. Every organization’s life cycle has a peak. If the necessary adjustments in vision and methodology are not made in time, the weight and gravity of a negative momentum picks up steam and is rarely fixable.

From my perspective, I have identified at least twelve leadership failures that sink an organization. Here are the final three lethal failures. I encourage you to reflect upon each statement and the corresponding questions. May I suggest that you examine where you and your organization stand. Are you healthy or have you been infected by Leader-I-Tis?
 
10.  A Failure To Capture The Moment And Build Upon Energy And Momentum

a.     Are leaders willing to lead on the cutting edge of change?

b.     Are leaders willing to spend the necessary resources to ensure momentum does not fade away?
 
11.  A Failure To Build A Team That Has Great Chemistry

a.     Are leaders willing to make the necessary investment of time to make sure “the right people are on the bus?”

b.     Are leaders willing to do what is necessary in order to build a team building culture in the organization?
 
12.  A Failure To Make Strategic Adjustments During An Historic Challenge

a.     Are leaders willing to think outside the box in order to compensate for a change in culture or circumstances?

b.     Are leaders willing to admit incorrect assumptions and adjust to a new strategy that may demand structural changes in how the organization operates?

Lead with Quality in Mind!
 
Excerpt from Living Above The Fray: Learning To Not Only Survive But Also To Thrive When Serving In Toxic Organizations (Release date Summer 2013) by Dr. Denny Bates. 2013. Something New Christian Publishers, Florence, SC. Ó Dr. Denny Bates. All Rights Reserved
 
I’d love to connect with you and hear what you are thinking and learn from you. You can follow me on Twitter @dennybates, email me at dennybates@gmail.com, or visit my website at www.dennybates.com
 
 
 
 
 

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