In the work I do as a coach, we discuss how the very character traits that peg a leader as having high-potential may prevent them from making it to the finish line. Every strength has a downside when carried to the extreme. When traits become weaknesses, they become liabilities.
For example, an analytical strength taken too far becomes demanding; a driven personality has trouble operating with others and does it “my way.” These leaders can be perceived as not liking others, and in some cases, it’s actually the case. I wrote about this self-centric tendency in my last post.
Although they technically need others in order to run a team, some leaders behave in ways that indicate they have no need for them. They treat others poorly and commonly fail to respond to greetings or questions. Arrogance and disrespect signal a dislike for people.
This liability is even more pronounced when leaders are critical of their employees, criticizing, condemning or insulting them. An argumentative character adds fuel to the fire. Morale and unity get crushed, sabotaging productivity and team effectiveness.
Independent Trait Vs. Team Player
In Scaling Leadership: Building Organizational Capability and Capacity to Create Outcomes that Matter Most (Wiley, 2019), authors Anderson and Adams describe another way leaders display their dislike for people: being a poor team player. Unwilling to engage others, they rather work independently, keeping information to themselves. Withholding support may also be a way of avoiding contact, but it is a liability that handicaps the organization.
Pride plays a role in leaders who always believe they are right. The team’s position is not as important as that of the ego-driven leader who is never wrong. This throws up walls that block teamwork, and thus success. Employees have no tolerance for this kind of mindset and will express it with their feet.
A lack of follow-up is yet another way leaders reveal their dislike for people. This is often exhibited as a resistance to addressing difficult issues with employees; not wanting to hear their opinions or concerns. Not holding them accountable can be a way to avoid encounters. No one gets corrected, taught, instructed or challenged. This liability leads to disorganization and disruption. Rules and policies become meaningless and the company crumbles under its mismanagement.
What do you think? How have character traits become weaknesses, and liabilities, in your organization? I’d love to hear from you. You can call me at 561-582-6060, let’s talk. And as always, I can be reached here, or on LinkedIn.
This Post Has One Comment
I know a strength of mine is problem solving. A weakness is implementation.
I have found that, for me at least, because I enjoy solving problems I can quickly overload my staff with “things to do to improve” that aren’t the most essential. My ideas might be good but won’t be of highest importance. And often my desire to make change can lead to poor or incomplete implementation.
I have had to train myself to slow down and make sure that I am fully implementing improvements. And to make sure not to overload my staff.
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