What are the most common mistakes that leaders make?

What are the most common mistakes that leaders make? As each leader is different and human, they all make mistakes-this is only natural. When a leader learns to form a slip-up and gets better, as a result, there is a positive outcome. However, some leaders seem to make the same mistakes over and over again. The most common of these include:

Suffering from the ‘I am the Boss syndrome’:

Even today, too many leaders mistakenly believe that, because they are nominated as the leader, others automatically should look up to them, or follow their lead unquestionably, This stems from a fundamental lack of understanding of how employee attitudes to work have changed. What are the most common mistakes that leaders make? People no longer will blow to you just because you are the boss. Employees, at least those who want to hold on to their jobs, will always do the work but the difference between ‘job is done and ‘job motivate your team continuously towards better performance.

Applying the wrong leadership styles:

Leaders need to be flexible today in how they apply their leadership style. Some situations call for a directive approach, whereas others are best addressed by involving employees or including them in the decision-making process. A common mistake for many leaders is not being able to adapt to the different needs of people and situations; they operate from a ‘one size fits all leadership style which, in a modern, complex work environment, does not produce the best results. Without the flexibility of approach, a leader will struggle in the role. What are the most common mistakes that leaders make?

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Lack of focus and follow-through:

Some leaders suffer from a tendency towards a ‘flavour of the month’ approach, whereby great emphasis is placed on an issue, task or project for a short period of time but then it quickly falls off the agenda. This is not only destructive in terms of achieving results but, when employees learn that their leader does not stick with some think, or fails to follow through, they tend to take a wait-and-see approach to all new initiatives. In other words, they will not put in the additional effort or take ownership for projects because they know that, if they keep their heads down, sooner or later it will be forgotten about. What are the most common mistakes that leaders make?

Poor communication:

Linked to the above is the fact that some leaders are just poor communicators, perhaps because they do not communicate enough, or they over-rely on static channels such as memos or emails to get their message out, or they fail to engage employees. Anything you can do as a leader to improve in this area will make a positive and noticeable impact if sustained over the long term. In doing so, you should focus both on your own skills and on the modes of communication you use.

Delegation:

Failing in relation to delegation cover a multitude of sins. Some leaders do not delegate at all and seek to micro-manage to such an extent that they stifle employee enthusiasm and creativity; other leaders believe that they are good delegators when all they are doing is off-loading mundane work they dislike onto others. When done right, delegation results in a win-win situation for both the leader and the employee. You win in the sense that you free up your time to address other more pressing matters; your employee gains in that the task delegated to them will help them to develop their skills and knowledge in some way. 

Mishandling change:

Another common failing seen in leaders relates to how they manage change. Some leaders dislike or fear change themselves, so they cling to the status quo at all costs; other leaders are ‘change junkies’, constantly looking for the next big thing, which only lasts until something else replaces it. 

Even when leaders get the amount of change correct, some mishandle its implementation, which causes other problems. Introducing change must take into account human factors. Some leaders fail to recognize this and seek to drive change through the organization, without any consultation or explanation, which only leads to resentment and resistance. Others take it too softly-softly, with the result that the change process drags on forever. 

When it comes to change, clearly define the change and the rationale for it, ensure that the communication process around the change is inclusive and two-way; implement first steps in a timely fashion; quickly identify and address any blockages associated with the implementation, and recognize and reward achievement.