Worse Leaders Can Also Improve.

We believe that human behavior is invariable, and we have invented various versions of it, such as "unchangeable nature" and "unchangeable habit".

Whenever we talk about the obvious weakness of leaders, such as irritable, rude and so on, this view has become an omnipotent shield.

The more mature leaders, the more they seem to verify the hypothesis that "nature is hard to move".

Age, power, success and negative behavior year after year will make others suspect that they will never change again.

To make matters worse, these leaders often shut their eyes and refuse to accept feedback that can help them correct abnormal behavior.

We firmly believe that leaders with such actions can and will indeed change.

We looked at the leadership development plan data of 545 leaders in 3 organizations, and identified leaders with fatal defects (at tenth percentile).

In this group, a total of 96 leaders had more than one fatal defect, accounting for 18% of the total.

We suggest that these leaders first correct their fatal flaws, because as long as these stubborn diseases can not be cured, even if they exert more efforts in other leadership abilities, they will rarely change their minds.

Leaders do not have to be proficient in all things.

As long as there are 5 kinds.

Outstanding leaders can be among the leaders.

However, leaders must never have any bad leadership behavior, because the negative effects of such defects are enough to lower their efficiency.

After this development process, we found the 96 place.

71 of them showed significant improvement in leadership efficiency, and 75% leaders who were seriously defective changed their behavior obviously.

In short, these stubborn people also learned new tricks, changed old habits, and changed a little bit! They made amazing progress.

Through the study of more than 50 thousand leaders, we find leaders.

It is highly correlated with employee engagement and satisfaction.

An incompetent leader can cause complaints, depression and morale among team members.

A significant increase in leadership efficiency will have an immediate effect on enhancing the engagement of direct subordinates.

The main focus of leadership development projects is their ability to have fatal defects.

Of the 16 leadership abilities we evaluated, there were at least a dozen leaders in each with fatal flaws.

But in some capacities, there are 3 times the number of leaders who have fatal defects.

Among the top 4, they are related to poor interpersonal relationships.

Overall, the fatal defects with the lowest frequency include poor leadership, change of results, and personality problems.

Obviously, lack of interpersonal communication skills, indifference to the development of others and unwilling to take seriously the self development are the dead points of inefficient leaders.