For CIOs, non-stop deadline pressures, relentless customer and client demands, turf wars and internal personality clashes can all amount to business as usual. But that doesn’t mean you should lower yourself with managerial and personality traits that distract from the task at hand and your leadership presence. A section of the recent book, What Keeps Leaders up at Night: Recognizing and Resolving Your Most Troubling Management Issues (Amacom), presents a detailed breakout on troublesome behaviors that you want to avoid. While it’s perfectly understandable to convey human flaws, according to author Nicole Lipkin, highly effective leaders instantly recognize their darker, emotion-driven qualities. Also, they refuse to allow these negative qualities to impact their judgment and day-to-day dealings with their staffers, peers and supervisors. And they’re skilled at detecting these flaws in others, and understand how to manage them. Lipkin is a speaker, consultant and executive coach, and earned a doctorate in clinical psychology and an MBA.
Control Fallacy You perceive that you have more control over outcomes than you do. (“If I had worked harder, the project wouldn’t have failed.”) It’s better to recognize limitations, and view failures as learning opportunities.
This article was originally published on 06-10-2013