Project Description

It’s not strange to enter executives into a new job with a deep sense of Imster (doubting their own successes). Our research by examining thousands of high-skilled leaders showed that 69 percent felt that they were not ready for a job. 45% had a lesser understanding of the challenges, and 76% said that the organization did not provide enough assistance to prepare them. Many of the leaders who are afraid of defining their faults are struggling to prove flawlessly. They share three common beliefs and mistakes with others:

“I must be perfect”

Many managers have problems with the notion that they are mistaken and defective in human nature. When you act as you are, and you think you should be perfect and impeccable, you will gradually expect this from others. Inappropriate standards imposed on followers cause them to uproar or deny their support. A lack of appreciation makes some followers look for a position to find signs of weakness (for severe criticism) and show a strong stance. Executives who are afraid of criticism and flaws (mistakes) are trying to persevere in the dream of their infallibility, and their idealism brings them to a permanent internal prison. 66 percent of the participants pointed out that Minor Management Research was one of the most common indications of idealism in management.

Followers need to ensure that managers also know their own flaws and thus understand the mistakes of others. Leaders should be right with what the followers expect from their strengths and weaknesses. They should welcome feedback and apologize at the first opportunity by promoting intimacy, when their weaknesses are problematic to others or when they make mistakes. If we say sarcastically, the biggest source of credibility for leaders is their fragility. Identifying the weaknesses creates trust and hides that trust.

“I want to be 100% equal.”

When it comes to dividing resources from service compensation and upgrading to strategic priorities, leaders are sensitive to inequality in justice. On the other hand, many employees have a notion that they are being ignored when evaluating performance, promotion, payment, and access to resources. The fragile economy and the huge gap between executives and employees continue to foster mistrust. There are different perspectives and different approaches to organizational injustice, and sometimes those who do not have the motto “do not justice” ignore the truths. Soon, leaders who are experiencing Ampaster’s (doubt about their own success) phenomena are very concerned about calming down these people.

Although people tend to be treated equally, but not all jobs are equal, each success and sharing does not have equal value. Instead of trying to be treated with the same people, make it clear that there will be unequal performance and outcomes, rewards, resources and opportunities for inequality. When executives try to neutralize these differences by erroneous equality policies, so that they are treated equally, they are more concerned and worried than they are, because everyone is inherently They know they are not equal.

Followers want to know the rules and recognize the leaders who react to violations of the law. If employees know the standards and know how rewards are distributed, they will believe that there is no intention in these choices and options. They want to know that leaders support them in spite of the realities that exist in organizational inequality. One of the executives we worked with was thinking of showing empathy to the members and telling one of his staffers: “I know that the structure of benefits has fallen, but it does not work. “Sacrificing herself caused her credibility to be reduced due to the lack of power to change.

“I am available 24 hours and 7 days”

Leaders never feel they have enough time to give, and followers do not feel that they get enough time from leaders. Two-thirds of our survey respondents have claimed that they have not been given enough time from their leader. The challenge is how to negotiate with each other and devote some time to his needs. Do not allow iron locks to keep your door open to your followers, and do not expose them too much. Do not answer anyone like an ATM. Create specific limits and boundaries to work with them. Enhancing the impact of your time with creative processes will help the entire team share common ground rather than face-to-face conversations.

Followers are really looking for leadership and confidence. They want to know that if they have problems, the leaders will help find a solution. And if there’s something they can not understand, the leaders will express their views. If they can not co-operate with their neighbor, the leaders will intervene. Given that the time spent on doing things varies, it’s only when the followers come to the conclusion that leaders are not reliant, the time devoted to the problem becomes (crisis). The level and degree of executive management practices are complex. Relying on clear principles can help you avoid harsh measures. Answer the real needs of your team and make them happy, and do not worry about something you can not afford to do.