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By Rob Abbanat
Common (negative) behaviors which prevent leaders from achieving their full potential
Spring 2020
Does not give his team coaching; communication is very taskdriven.
Has done great work in China, but does not promote his ideas to his international colleagues (outside of China).
Focuses too much on achieving results directly, rather than training and enabling the team to achieve results.
Too focused on tasks, projects and results rather than focusing on the people who work for him.
Focuses too much on results, rather than building collaborative relationships within the organization (which would enable him to achieve greater results).
Micromanages her team too much, rather than empowering them and then giving them the direction they need to get the job done.
Gives orders rather than getting buy-in
Not aggressively following up on leads (for example, frequently not calling back within 24 hours)
Does not look at things from the customers’ perspective.
Does not prioritize leads, and thus is too busy all the time. Appears stressed out, doesn’t have the bandwidth to address some (important) tasks.
Does not prioritize which customers are most important, thus spends too much time with low-value customers.
Approaches individual sales people and tells them what to do, bypassing their manager.
Selling with “ego” rather than “empathy”, not listening and empathizing.
Does not show empathy to others in the organization, not able to connect with them deeper to build stronger relationship
Does not have the habit to keep informed about world events, thus is not able to make strategic decisions based on analysis of where the market(s) are going.
Unable to accept constructive criticism; takes conflicting opinions personally, without trying to understand why someone may have a different opinion.
Lacks full transparency when dealing with other stakeholders in the organization.
Often tries to show only the good news (to his line manager), while simultaneously hiding the negatives.
Always seeks the spotlight, tries to be the “hero”, wants to be in every conversation.
Does not communicate and/or collaborate with other business functions.
Does not freely share information with the team or communicate with team members (who need to know).
She is not very fluid or expressive. She is too serious with her team, doesn’t show ability to be relaxed with them.
Does not show conviction, assertiveness or push-back when communicating with the US team. Pays too much attention to hierarchy.
Does not think strategically about how to develop the business. Does not look forward, but frequently looks backward.
Sometimes she is too cautious, needs 100% assurance that something can be done. She needs to be more comfortable with risk.
Should spend more time in the best-of-class factories to learn best practices to bring back to her factory.
Does not know when to lead and when to follow in the context of the relationship with her boss.
Does not take the audiences’ needs into consideration when presenting to senior leaders; always jumps to internal perspectives rather than measured, thoughtful treatment.
Has tendency to get very emotional; Can be a “drama queen.”
Not sensitive to readers’ impressions with written communication. Will often use short, terse sentences that convey an impatient or unfriendly attitude.
Always looks at the numbers without understanding the underlying business issues. Thus always looking back rather than forward.
Too cautious, often takes a "let's wait and see" approach.
Does not follow-up or provide enough clarity to his subordinates.
Has the competency to analyze people but does is afraid to deliver tough messages or have difficult conversations.
Always avoids others. Avoids difficult conversations and difficult situations. Passes difficult situations to other people to deal with.
Forces people to work in “his way” rather than letting them use their own way.
Waits too long before initiating change. Will only implement change when pushed by his boss.
Shows favoritism with some employees over others. For example, by extending more L&D opportunities to his favorites.
Says “yes” to everyone. Is not able to say “no” when asked to do something, thus is always overwhelmed.
Always seeks to be heard, rather than first listening and understanding. Usually does most of the talking.
Focuses too much on details, often loses sight of the big picture.
