Practical Guide As we have previously discussed good practices for beginning leaders , today we are proposing a different approach: a practical exercise focused on reflection. We are going to list some attitudes that define the worst leader in the world. If you recognize yourself in any of these points, it may be time to rethink the leadership style you are practicing.
Focus on the position
The worst leader in the world believes that dataset authority comes from a badge. Suppose, for example, that a title is enough for others to follow him – and completely ignore the fact that real leadership is built on attitude, not on an organizational chart. Bad leaders are not interested in what it really means to lead; they do not study, do not observe, or develop themselves. They limit themselves to status.
Be a bad example
It’s the classic “do as I say, not as I do.” The leader technology of laying rubber coating from crumbs who demands punctuality but is late for every meeting. Demands ethics but acts opportunistically. Demands results but delivers little. In many companies, the “bad orange” in the environment is precisely the one who should represent the organization’s values.
Stick to the technique
Many leaders get to their positions based on technical merit – which is not a problem in itself. The problem arises when the technician tries to b2c phone list manage as if he were dealing with binary systems. People do not work with machine logic. There are subjectivities at play: tone of voice, cultural repertoire, emotional history. The worst leader in the world ignores all this and tries to solve human complexities with graphs and spreadsheets.
Be a friend to the gang
In an attempt to avoid conflict, a leader emerges who confuses management with popularity. He wants to be everyone’s friend, avoids demands, does not give harsh feedback and avoids the responsibility of making difficult decisions. In the short term, it seems like a harmonious environment. In the long term, the team becomes lost, without direction, without leadership and, most importantly, without the confidence to think of solutions.
Be the know-it-all
A leader who believes he is the owner of the truth is almost always someone who is insecure. If humility were a crime, he would be innocent. He does not tolerate being contradicted, he belittles other people’s ideas and feels threatened by the brilliance of others. The good ideas, of course, were all his; the mistakes, always by someone on the team. Turnover is high, but he never asks himself why.
Bet on aggressiveness
And last but not least, we have the most extreme profile – and, unfortunately, not so rare. The aggressive leader believes that the only way to achieve results is through fear. He yells, humiliates, and embarrasses. He acts without empathy, but demands discipline. At the extreme, he flirts with moral harassment. His teams, when they don’t resign, get sick.
