Disorganisation leads to frustration, which leads to either empathy or anarchy. The manager needs to have a clear pathway paved for the staff to get from start to completion, and make sure the ball moves forward every day of the project. Their disorganisation creates unneeded stress and frustration for the project team.
We've all known the manager that asks for the same information multiple times, keeps the plan in their head versus writing things down, or is so frantic that they're on the verge of spontaneously combusting. Decisions without rationale or without listening will ultimately frustrate the team and put a target on your back. While team members may not agree with the decision, they should be able to see the rationale. The following Monday you're back re-hashing through the same problem from last Monday.ĭecisiveness means the manager listens to those around him or her and then makes the best decision for the project that the rest of the team can understand, and sticks to it. Thursday the manager goes back to Monday's course of action. On Tuesday, the manager decides to take a completely different course of action. So you have a meeting on Monday and the management agrees on a course of action. Subtract out respect and you're just an arrogant doofus. Show respect and have confidence and you'll do fine. When it runs amok and turns to arrogance, the manager disrespects the team. Sin #1: ArroganceĮver known a manager that consistently claimed to know more than the rest of the team? How about one that was unwilling to listen to opposing views? Isn't this just a sign of confidence? What's wrong with that?Ĭonfidence as a manager is crucial as people will look to you, particularly when things get tough. I've boiled these down to seven key sins which this article will focus on to help you become a more effective leader. The failures had to do with cracks in my own foundational attributes which left me vulnerable as a leader. In looking back at my failures, many of them had nothing to do with a theory, framework, or technology that was utilised. In my career as a leader, I've been fortunate enough to experience a broad array of leadership situations where sometimes I enjoyed fantastic success, and at other times experienced dismal failure.
#The seven deadly sins series#
What sits on top of all of the models and frameworks, though, are a series of foundational attributes that every leader should possess if he or she is going to have demonstrated, sustained success as a leader. Hammer & Champy's Business Process Re-engineering Model, McKinsey's 7-S Framework, and Kenichi Ohmae's 3C's Strategic Triangle are all examples of strategic models designed to help leaders think about their business in different and innovative ways.
For purposes of this article, do as you were taught and think bad when you commit these similar sins in the workplace.Īs leaders, we are continually being introduced to new techniques and theories. Nonetheless, you were probably taught as a child that these are bad and you shouldn't do them. You either recognise these as the seven deadly sins or as themes for prime-time television. If this information is not provided, the newsletters will not be made available.Pride, Envy, Gluttony, Lust, Anger, Greed, Sloth.
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#The seven deadly sins full#
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