These are the 7 most common mistakes of a leader

These are the 7 most common mistakes of a leader
These are the 7 most common mistakes of a leader

A good leader answers the following questions clearly and concisely: what do I want to achieve? Why do I want to achieve it? How am I going to achieve it? And how am I going to measure it? You have the answers and the actions that allow you to ensure that these questions are resolved both in your mind and in those of your collaborators.

What are the main mistakes of a leader in his day today?

1.- Communication.

A very common mistake is based on poor communication between the leader and his work teams. In other words, it fails to establish a clear dialogue on the throne of its expectations, new processes, metrics, etc. Although this does not mean that it is unaware of these aspects, the deficiency lies in not making it known to the rest, so communication is a competence that must remain in constant development among leaders.

2.- Emotional intelligence.

Not everything is linear in the daily actions of a leader. The leader faces daily situations where there are deviations and unforeseen events, which generates stress and tension. Faced with this, poor management of their emotional intelligence causes inappropriate problem-solving.

3.- Feedback .

Not having formal skills to provide timely and adequate feedback to your team avoids maintaining a high level of performance. A leader who is not capable of assessing the work done is unaware of what is happening, does not know about the successes or deviations of his team, and negatively impacts business results.

4.- Protect your teams.

It is very common for leaders to “put on the medals” when things go well and find guilty when there are deviations. A leader who does not care for and protect his team not only disappoints, but moves away from what his true mission would be: to be a support and, at the same time, a shield for the team with which he works.

5.- Run away from change.

It has to do with undeveloped competition, which is precisely the ability to adapt to changing environments. There are leaders who continue to cling to the status quo and stay in their comfort zone.

6.- Do not differentiate between delegating and ordering.

Ordering has to do with assigning a task and delegating with a result, making the activity of the leaders of the s. XXI must be more focused on positively influencing their teams so that people can give positive results. Thus, the order must be the last of the tools to influence.

7.- Denying mistakes.

The only way to correct a certain situation is by accepting that there is a deviation. A leader who is not attentive to it and who does not have self-esteem strong enough to accept when he is wrong is destined to repeat mistakes.

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