Earlier this week I posted the research-based list of behaviors of successful leaders, found in the book by Hodgson and White called “Relax, It’s Only Uncertainty.” Don’t you love that title? Chances are if you love the title, you’re one of the successful leaders/managers who naturally embody the traits that were found to lead people well.
The latest issue of one my professional journals focuses its entire publication on how to best lead in uncertain times. Having outlined the traits that successful managers possess, I’ll next present the behaviors of managers who tend to fail. It turns out that those who don’t deal well with uncertainty tend to not fair so well…
Now, before I share with you the list of behaviors, let me warn you… If you find yourself guilty of these behaviors, don’t get too discouraged. There is a place for you… it just may not be leading an organization.
Hodgson and White were able to identify the following clusters of behaviors found in managers who tend to not lead well. He called these managers the “Restrainers.”
“Restrainers” demonstrated these measurable actions:
- “Poor Transitioners” have difficulty shifting from one kind of activity to another. These individuals have a limited repertoire and tend to rely too much on a select few areas of strength.
- “Wet Blankets” dampen the energy of an organization. They convey enthusiasm for their own work and respond poorly to the excitement of others.
- “Conflict Avoiders” tend to be overly accommodating to others, often the result of being averse to interpersonally heated situations.
- “Muddy Thinkers” exhibit confusion that is sometimes self-inflicted. They process information in a way that makes things more complicated that it has to be.
- “Complex Communicators” explain in unnecessarily complicated language.
- “Detail Junkies” can’t see the forest for the trees. They often obsess over smaller tactical issues to the exclusion of larger strategic trends.
- “Narrow thinkers” have tunnel vision. They are focused on the moment and blind to new possibilities.
- “Repeaters” are tethered to the past and continue to rely on actions that worked in the past, but may no longer be relevant for the present and future.
Let me know if any of these traits resonate with you. Have you seen leaders fail? Did they possess any of these traits? Here’s another question… What do the best leaders do with those on their team who do practice the above?
People who display these traits have an important place. Some of the above traits can be essential in certain roles. For example, I want a detail junkie doing my taxes, bookkeeping and software development.
Do you have other examples for where these kinds of people would flourish?
(Reference: Consulting Psychologist Journal: Practice and Research, Acceptance of Uncertainty as and Indicator of Effective Leadership, June 2010.)
Editor’s Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you’re an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the “comments” link below.
