Why Leaders Fail and the Seven Prescriptions for Success

By Peter Stark Principal, Peter Barron Stark Companies | March 19, 2017

Co-authored by Commander Mary C. Kelly, US Navy, PHD, CSP

Good people work hard to secure good jobs, and then they work hard to get promoted into increased positions of authority and responsibility. Sadly, once in those leadership positions, good people often fail. Why?

The defining factor of a strong leader is rooted in the relationships they build with their team members and how effectively they propel the organization toward great achievement. Becoming a great leader and earning relationships with people who are motivated to follow you for long periods of time is hard work. If it were easy, there would be an abundance of great leaders, all companies would flourish, and all employees would be excited to come to work.

We find an abundance of supervisors, military personnel, managers, vice presidents, and CEOs within organizations with positions of authority. These managers have titles that allow them to tell others what to do. Ideally, they put the right people on the bus and align the organizational structure to effectively meet the goals. Yet, many managers successfully accomplish routine tasks and produce results for their organization, but they fail to become truly effective and inspiring leaders.

Why do so many excellent people struggle once they are promoted? Our latest book, Why Leaders Fail and the 7 Prescriptions for Success analyzes thousands of employees and their leaders and what leaders need to do to be successful.

What can we do to ward against failure? How can we be more effective leaders?

Coming up in February 2018...

Social Media: Engagement is Key

There are currently 2.3 billion active users of social media networks and savvy hotel operators have incorporated social media into their marketing mix. There are a few Goliath channels on which one must have a presence (Facebook & Twitter) but there are also several newer upstart channels (Instagram, Snapchat &WeChat, for example) that merit consideration. With its 1.86 billion users, Facebook is a dominant platform where operators can drive brand awareness, facilitate bookings, offer incentives and collect sought-after reviews. Twitter's 284 million users generate 500 million tweets per day, and operators can use its platform for lead generation, building loyalty, and guest interaction. Instagram was originally a small photo-sharing site but it has blown up into a massive photo and video channel. The site can be used to post photos of the hotel property, as well as creating Instagram Stories - personal videos that disappear from the channel after 24 hours. In this regard, Instagram and Snapchat are now in direct competition. WeChat is a Chinese company whose aim is to be the App for Everything - instant messaging, social media, shopping and payment services - all in a single platform. In addition to these channels, blogging continues to be a popular method to establish leadership, enhance reputations, and engage with customers in a direct and personal way. The key to effective use of all social media is to find out where your customers are and then, to the fullest extent possible, engage with them on a personal level. This engagement is what creates a personal connection and sustains brand loyalty. The February Hotel Business Review will explore these issues and examine how some hotels are successfully integrating social media into their operations.