How Leaders Fail

“Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” Peter F. Drucker

The Biggest Mistakes Leaders Make

Most leadership failures are not a single dramatic event. They are small, repeated breakdowns in trust, empathy, and communication that quietly erode a team’s confidence over time. Here are five of the most common, and what to do instead.

• Breaking agreements and not keeping promises. Other people assume a promise from a leader will be kept. When you fail to follow through on any level, it breaks trust. It creates unease and mistrust on all levels and calls into question your credibility. Don’t make commitments you can’t keep. Renegotiate them, delegate them, but do not break promises. Breaking trust, losing emotional control, or failing to communicate transparently are common leadership breakdowns that underscore why leadership resilience is essential for sustaining credibility and performance under pressure.
• Emotional outbursts. I had a boss who screamed at everyone, for no reason. I’ve seen other leaders do this, and all it does is alienate others around you. The secret to successful leadership is sustaining performance under pressure, no matter what. Do not vent on your staff. They deserve better. Go to therapy, work out, get the anger out before you come to work.
• Lack of empathy. Not understanding how your people feel after a work crisis, not giving them comp time when they have worked overtime for many days, not being compassionate when your people have a family emergency. You must demonstrate compassion. Your staff are first and foremost people. Treat them with respect and caring.
• Not giving appreciation or praise. A large share of American workers report feeling disengaged at work, and a striking number say they never receive thanks for the work they have done. There’s a correlation. Praise people specifically in writing for a job well done. Say thank you publicly to others for their work. Express your thanks often.
• Not being transparent. More than ever, leaders need to tell the truth and address fear and rumors. Even if you can’t tell the whole story, acknowledge that yes, change is happening, and you are doing everything in your power to resolve issues quickly. Update your people often. Acknowledge their worries and be honest in responses. Maintain an optimistic approach and keep them updated every step of the way. This is closely tied to the communication skills covered in Executive Presence & Leadership Communication.

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If any of these patterns sound familiar in your own leadership or your organization’s culture, that is exactly what Leadership Resilience Coaching is built to address.

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