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Executive Habits Holding You Back, Part II
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Executive Habits Holding You Back, Part II - Executive Leadership Articles

Executive Habits Holding You Back, Part II

Executive Leadership Articles

Executive Habits Holding You Back, Part II

In our previous article, Executive Habits Holding You Back (Part I), we warned executive leaders about overpromising and under-delivering, as well as the dangers of accepting all business invitations. In Part II, our focus expands to those habits that directly influence the workplace and the staff under an executive’s command. By avoiding the following bad executive habits, you will find yourself with both more time to focus on driving the success of your company and an eager, willing staff to assist you:

  • 1. Holding Staff Meetings: While staff meetings can often be effective when they cover specific topics and objectives, oftentimes executives will call staff meetings to host a round-robin, where employees are required to go around the room and summarize their list of current projects. While this can make staff members appreciative of all the work their fellows contribute and give everyone a better understand of each person’s role within the company, as a leader you must determine if this is necessary for your company and its particular industry, and if it is an efficient use of your employees’ time. If you rely upon staff meetings to keep abreast of employee activities, you may want to reevaluate your own managerial process; as an executive leader, you should maintain a solid grasp of each employee’s overall tasks as well as anticipated deadlines and desired goals. At the end of the day, converting even one hour of inefficiency to an hour well-spent working toward company objectives can impact your bottom line.
  • 2. Claiming Undeserved Credit: As the executive leader of your business, while you are ultimately responsible for all successes and all failures, it is crucial to give your staff credit for their work. Sometimes, in their haste to develop their reputation and cultivate the respect of their peers, executives can fall into the bad habit of taking credit for the successes of their staff. They may create ways to justify this behavior to themselves and to their staff, e.g. saying they are protecting the employee from potential criticism or questions in the event that the project does not succeed. On the other hand, they may provide no explanation at all. Either way, executive leaders should keep in mind that their own success is closely linked to the efforts of their staff and that the old adage of giving credit where it’s due will not only earn them the respect of their staff, but their hard work and loyalty as well.
  • 3. Relying 100% on Yourself: With leadership comes responsibility and a certain expectation that you possess the experience, skill set, and capabilities to lead your company. However, whether out of pride or simply a fear of appearing weak in front of staff, oftentimes executives are hesitant to reach out to their employees for ideas. The truth is, human beings function best with input from different perspectives—and, as an executive leader, your company relies upon you to have the breadth of experience and knowledge to evaluate these multiple solutions and create a solid, comprehensive approach that satisfies all requirements.

If you keep in mind that your choices and methods directly impact the effectiveness of your company, staff, and your own performance, you will be well on your way to avoiding these common executive pitfalls and focusing on the things that really matter: your company’s success, your staff’s efficiency, and your own impact in the workplace.


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