When a high-profile leader fails or a important corporation self-destructs, the repercussions are far-reaching and leave us asking, "How could that happen?" Here are 3 of the common cracks and fissures under the exterior of a faltering leader, and identifies surefire warning signs of impending failure.
#1: A Shift in Focus
Flounder
A clear focus dictates a leader's goals and strategies, aligning all activity toward a central mission. Clarity of focus endows a leader with the reliance and sense of purpose to successfully hone in on the mission.
Leaders stumble when their focus drifts or becomes divided. Many leaders flounder when they stray from their strengths and shift focus to opportunities they are ill-equipped to pursue. Faced with a range of enterprise options, leaders may lack the decisiveness to commit to any one of them.
During the Vietnam War, the focus of the America's wartime leaders vacillated in the middle of two extremes-total military engagement and unblemished withdrawal. The uncertainty and instability that resulted from choosing an indistinct middle procedure led to the disastrous consequence of over a decade of bloodshed.
#2: Poor Communication
Leaders who lose the ability to mouth their vision and values are doomed to stumble sooner or later. Inconsistency or ambiguity in transportation paralyzes an organization.
To translate values and vision into enterprise culture, they must be communicated repeatedly and modeled consistently. Until an organization's vision and values become a common refrain in the speech, writings, and personal example of leadership, they will remain empty slogans and ineffectual intentions.
The infamous collapse of the power titan Enron illustrates the destructive consequence of poor communication. Certainly, Enron's demise began with a lack of integrity, but a atmosphere of clear and open transportation could have exposed this deficiency. Instead, secrecy and done door meetings overran Enron's core value of transportation and perpetuated a culture of dishonesty.
"Communication: We have an enforcement to communicate. Here, we take the time to talk with one another...and to listen. We believe that facts is meant to move and that facts moves people." -Excerpt from Enron's Statement of Core Values
#3: Risk Aversion
When leaders cling to comfort and forgo change, they are virtually guaranteeing their demise. Businesses and markets are, by nature, in constant motion, and organizations must continuously risk changes in established models and methods in order to succeed.
Embracing risk requires a leader to innovate and evolve. New-found technologies, variable consumer tastes, and alterations in legislation are a sampling of the scores of changes confronting today's leaders. Leadership demands adaptability. To successfully chart the procedure of a company, a leader must be forward-thinking and willing to make adjustments on the fly.
Xerox pioneered a plethora of computing and printing inventions at its Palo Alto study Corporation in the 1970s and 1980s. These inventions should have catapulted the enterprise to record-breaking profits and corporate wealth, but risk aversion and short-sightedness sent Xerox spiraling into a store share free fall.
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