As part of our association with Hogan Assessments, we often get content from their team. Recently, we received something that I thought ‘fit to print’ for our blog readers.
Management Derailment
What is it? And what causes it?
The failed managers had many things in common. They were all bright, were identified early, had outstanding records of achievement, had few faults, were ambitious and willing to sacrifice. The groups differed in that the successful executives had more diverse accomplishments, handled stress with composure and mistakes gracefully, focused on getting people to help solve problems, and could get along with a wide range of people. In contrast, the derailed executives failed for ten reasons:
- Specific business problems
- Insensitivity (abrasive, intimidating, bully)
- Cold, aloof, arrogant
- Betrayed trust
- Overmanaging—failed to delegate
- Overly ambitious
- Failed to staff effectively
- Unable to think strategically
- Unable to adapt to a boss with a different style
- Overly dependent on an advocate or mentor
The “most frequent cause for derailment was insensitivity to others. Under stress, the derailed managers became abrasive and intimidating.” Indeed, every derailed manager in this sample had relationship problems.
So the question for us all, as leaders, is “Is this us?” Only you can tell for sure. But I thought this list might get you interested in the bigger questions: “Are you the best leader you can be?” And “Does it really matter?”
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