A habit that distinguishes between good and bad leaders

The leadership profession means that you often have to lead your team in difficult and complex situations to deliver their work with excellent results in a limited period of time. The challenge here is to understand the difference between “very difficult”, “impossible” and “really impossible”. Sometimes our teams find things impossible, even though they are very difficult, or ultimately unlikely, but that does not mean they are unworkable. In this situation, you have to challenge the team, ask questions that make them think deeply, and encourage them to find a solution that they believe in works. You need to ask them what they need to do to succeed, not why they find it impossible. You have to get the team to the “we can” mentality, which allows them to overcome even the toughest challenges. Masters deny At the same time, you need to keep yourself and your team realistic and recognize what “impossible” goals are before you push them. If you want to force team members to achieve impossible results, you just make them frustrated, frustrated and unmotivated. You need to create a safe environment in which team members are not afraid to back down and do not just think about blindly implementing imposed plans. Studies of failed projects show that in 70% of cases, teams already knew the project was failing, but leaders ignored their concerns and statements. Try not to be one of the leaders who keep their heads under the snow and want to achieve better statistics with their eyes closed, because then your leadership style will be Cleopatra’s model: the queen of denial. On the other hand, this does not mean accepting their word whenever your team finds the deadline or goal results impossible. But you have to judge well, know the real limitations, pay attention to the non-verbal evidence and concerns that clearly indicate that team members do not believe in this path. Not all team members come to you to express their ideas, but most of them express their opinions through their behavior. Sometimes leaders can convince themselves that an “impossible” goal is achievable. Especially when this goal is important to them. It is at this point that you need to be more careful, because your personal interest in the possibility of goals will close your eyes to reality (the impossibility of the path). An example Entrepreneur and leadership expert Gordon Trdgel says: “Years ago, I was working on a project in the Netherlands whose contract imposed difficult conditions on us, and in order to prevent losses, we had to complete the project within a period of four months. Initial estimates indicated that it would take 12 months to complete, but we knew we could do something more intensive. When we rescheduled, the boss set a four-month deadline for us and ordered us to adjust our schedules accordingly. That’s why we designed a program that was theoretically possible, but required all the members of the team to do their job without any flaws, and at the same time we needed a little luck. But relying on luck is not a reliable strategy for success. The result was that we were not able to finish the job on time. We had to have a new plan for the next five months, which led to the frustration and disappointment of the whole team. “I learned a lot from this project, for example, that sometimes no amount of money can guarantee your complete success.” You need to protect your team from a lot of pressure and also make sure that you do not have unreasonable expectations of them. You need to listen to the concerns and concerns of your team members, not deny them. Because then you make a costly failure for yourself. The cheapest and fastest way to reach a goal is to get things right from the start

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