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The Top Ten Mistakes Leaders Make Version 2

A summary of Hans Finzel's book
by

Alan Carper

on 28 August 2011

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Transcript of The Top Ten Mistakes Leaders Make Version 2

The Top Ten Mistakes
Leaders Make Who is Hanz Finzel? Dr. Hans Finzel has been the president and CEO
of WorldVenture since 1993. WorldVenture has
evangelism, church planting and leadership
development ministries in 60 target areas of the
world, with an annual work force of over 550
missionaries and staff. Basic Premise #1:
Leadership
is "influence" Basic Premise #2:
Leaders can do irreparable
damage to people and
organizations by the mistakes
they make Basic Premise #3:
Good leaders are scarce
because good leadership
is counterintuitive And I sought for a man among them,
that should make up the hedge,
and stand in the gap before me for the land,
that I should not destroy it:
but I found none.
Ezekiel 22:30 Basic Premise #4:
Most conscientious leaders
have been chosen by others
and are "reluctant leaders"
because they know they are
prone to making mistakes.
Why? They often replicate the poor
leadership practices of others -
they lead as they were led They often lack
basic leadership skills They often lack good
models & mentors They often suffer from confusion between
secular and biblical leadership values So, what are the top
ten mistakes
that leaders
make
? 1. Having a "top down" attitude 2. Putting paperwork before peoplework 3. Failure to provide affirmation 4. No room for mavericks 5. Dictatorship in decisionmaking 6. Dirty delegation 7. Communication chaos 8. Missing the clues of corporate culture 9. Success without successors 10. Failure to focus on the future Top-down autocratic attitude
comes naturally to most people True servant-leadership
is much more rare Effective leaders see themselves
at the bottom of an inverted pyramid Abuse #1: Barking orders Abuse #2: Witholding needed information Where Top-Down Shows Up:

1. Abusive authority
2. Deplorable delegation
3. Lack of listening
4. Dictatorship in decision making
5. Lack of "letting go"
6. Egocentric manner "He that thinketh he leadeth and hath no
one following him only taketh a walk"
Dr. John Maxwell Why do we fall into top-down authoritarianism?
1. It's traditional
2. It's common
3. It's easy (and we tend to be lazy)
4. It comes naturally
5. It reflects the dark side of our human nature What do our employees like?

1. Recognition & praise
2. Time spent with managers
3. Learning how their work is making a difference
4. Having opportunities to learn new things
5. Having fun at work
6. Small unexpected rewards for a job well done What do our employees dislike?

1. Hearing about the past - especially yours
2. Inflexibility about time
3. Workoholism
4. Being watched and scrutinized
5. Feeling pressured to convert to traditionalist behavior
6. Disparaging comments about their generation
7. Feeling disrespected The greater the leadership
role, the less time there
seems to be for people The greater the leadership
role, the more important
"peoplework" is. People are opportunities
NOT INTERRUPTIONS! Only through personal association
is there life transformation Why do we put paperwork
before peoplework?

1. Observed results take priority
over unseen relationships

2. Task work pushes aside "idle" talk

3. The material world dominates the
immaterial world

4. We feel (and we are often correct)
that we are judged by what we do,
not by who we are

5. Relationships don't fit into our
deadline mentality "My intention always has been to arrive at human contact without enforcing authority. A musician, after all, is not a military officer. What matters most is human contact. The great mystery of music making requires real friendship among those who work together. Every member of the orchestra knows I am with him and her in my heart."
Carlo Maria Giulini
Former conductor Los Angeles Philharmonic Examples of Jesus personal shepherding touch

1. He knew His sheep (John 10:14-15)

2. He touched them (Luke 4:40)

3. He healed them (Matthew 15:30)

4. He changed them (Luke 6:40)

5. He mentored them (John 13:15-17) How to push the paper aside:

1. Love your wastebasket
2. Do lunch away from work
3. Take time off with your coworkers, spouse, children, and friends
4. Plan getaways with combinations of the above
5. Pray for people
6. Exercise with your colleagues
7. Change locations to get out among people
8. Delegate more
9. Learn that you don't have to read everything
10. MBWA Everyone thrives on
affirmation and praise We wildly underestimate the
power of the smallest personal
touch of kindness Learn to read the varying levels of
affirmation your people need Affirmation is not food for one's ego -
it is letting someone know they are
on the right track If "Well done" is good enough
for Jesus to say, why do we have a problem having those words in our vocabulary? How to provide small affirmations:

"Good manners are made up of petty sacrifices"
Ralph Waldo Emerson

1. Thank you notes
2. Affirm at least three people each day
3. Stop looking for problems and mistakes - look for good things happening around you
4. Don't let good work be the "best kept secret"
5. Thank people publicly
6. Listen (James 1:19)
7. Empathize (Romans 12:15)
8. Carry burdens (Galatians 6:2)
9. Encourage (1 Thess 5:11) What is a "maverick?" An independent individual
who does not go along with
a group or party What do mavericks do?"

1. They "make messes" by their very nature -
oftentimes "good messes" that ossified
institutions need

2. They have a problem with institutions that
live by ten statements: 1. "That's impossible."
2. "We don't do it that way."
3. "We tried something like
that before and it didn't work."
4. "I wish it were that easy."
5. "It's against policy to
do it that way."
6. "When you've been around a
little longer, you'll understand."
7. "Who gave you permission to
change the rules?"
8. "How dare you suggest that
what we're doing is wrong!"
9. "If you had been in this field
as long as I have, you would
understand that what you are
suggesting is absolutely absurd!"
10. "That's too radical a change for us." Two important thoughts:

1. Policies exist to facilitate operations. When a policy begins to fight against your mission, it's time to modify or abandon the policy.

2. In the absence of great dreams, pettiness prevails How to recognize truly useful mavericks:

1. They care not just for their own ideas,
but for the goals of the organization
2. They are making a difference in their
present position
3. They are willing to earn the right to
be heard
4. They are influencing others and producing
good results How to encourage true mavericks who can help you
1. Give them a long tether (not a short leash) -
they need space to soar
2. Put them in charge of something they can "own"
3. Listen to their ideas and give them time to grow How to stifle true mavericks
1. Create as many layers of management as possible
to slow the decision process.
2. Make your policy manual as thick as possible.
3. Send everything to "the committee" for deliberation.
4. Make them wait...and wait...and wait...until they leave Dictators deny the value of individuals "Take away my people but leave
my factories and soon grass will grow
on the factory floor. Take away my
factories but leave my people and soon
we will have a new and better factory"
Andrew Carnegie "Here lies a man who knew how to get around him men who were cleverer than himself"
Andrew Carnegie's epitaph Characteristics of decisional dictators:

1. They hoard decisions
2. They view truth and wisdom as primarily
their domain
3. They restrict decisions to an elite group
4. They surprise their workers with edicts
from above Characteristics of facilitative leaders:

1. They delegate decisions.
2. They involve others as much as possible.
3. They view truth and wisdom as being
distributed throughout the organization.
4. They are developers.
5. They see people as their greatest resources
for ideas that will bring success.
6. They give people space to make decisions.
7. They let those responsible decide how jobs
will be done. You do not lead by hitting people
over the head - that is assault, not
leadership.
Dwight D. Eisenhower Overmanaging is one of the great
cardinal sins of poor leadership Nothing frustrates those who work
for you more than sloppy delegation
with too many strings attached Delegation should match each
worker's ability to follow through "I'd rather get ten men to do the job
than to do the job of ten men"
D.L. Moody Why leaders don't delegate:

1. Fear of losing authority
2. Fear of work being done poorly
3. Fear of work being done better
4. Unwillingness to take the time
5. Fear of depending on others
6. Lack of leadership training and
positive delegation experience
7. Fear of losing value in the organization "The best executive is the one who has sense enough to pick good men
to do what he wants done, and self-restraint enough to keep from
meddling with them while they do it."
Theodore Roosevelt Four stages of delegation:
1. Assignment
2. Authority
3. Accountability
4. Affirmation Never assume that anyone
knows anything The bigger the group, the more
attention that must be given
to communication When left in the dark
people tend to dream up
wild rumors (aka - "good
information drives out
bad speculations") Communication must be the
passionate obsession of
effective leadership "The words 'information' and
'communication' are often
used interchangeably, but they
signify quite different things.
Information is 'giving out';
communication is 'getting
through.'
Sydney Harris Symptoms of communication chaos

1. Confusion about the group's direction
2. Disagreements about priorities
3. Duplication of effort
4. Wasted resources as jobs are
cancelled midstream
5. Conflicts among departments
6. Poor morale
7. Poor productivity
8. Idleness of resources
9. Job insecurity What is "corporate culture?":

"The way insiders behave based on the values and group
traditions they hold"

"It is like the glue in plywood - you are not aware of it until
you try to take it apart"

"It is the personality of the
organization" Successful leaders learn how to
harness the culture of the group
for the common good It is impossible to initiate change
in an organization without first
understanding its culture Pride tightens the grip on leadership,
humility relaxes and lets go

Leaders tend to stay too long in a
position rather than not long enough.

Leaders who stay too long
tend to do much more damage than
those who don't stay long enough Why leaders fail to
groom a successor:

1. Lack of job security
2. Doesn't know what to do next
3. Fear of retirement
4. Inflated self-worth - no one can
do the job like you
5. The role is your whole life
6. Lack of confidence
7. Love of the job
8. Love being in charge Mentoring: Moses and Paul
did it so can you The future is rushing toward
us at breakneck speed While the past informs the present, the
leader's concentration must not be on the
past or present, but on the future Vision is an effective leader's
chief preoccupation Organizations are reinvented with
new generations of dreamers Some corporate cultures that
have evolved over time have
aspects that are no longer
positive and need to be changed xxxxxx
Full transcript