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?
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