Thanks to Procentus I’ve recently been introduced to a video blog from the Harvard Business
Review on the biggest mistake a leader can make with ten insights from
top academics and business thinkers. What they have to say may
surprise you.Top Ten Bad Behaviors
- Putting self interest first - Bill George, Professor, Harvard Business School and former Chairman and Chief Executive Officer of Medtronic
- Everything focused on the leader – Scott Snook, , Associate Professor, Harvard Business School and retired Colonel, US Army Corps of Engineer
- Becoming too enamored of their own vision – Gianpiero Petriglieri, Affiliate Professor of Organizational Behavior, INSEAD
- Acting too fast – Jonathan Doochin, Leadership Institute at Harvard College
- Failing to embrace uncertainty - Dr. Ellen Langer, Professor, Harvard University
- Arrogance – Carl Sloane, Professor Emeritus, Harvard Business School
- Lacking self-reflection – Daisy Wademan Dowling, Executive Director, Leadership Development at Morgan Stanley
- Failing to live up to their espoused values – Andrew Pettigrew, Professor, Said Business School, University of Oxford
- Being Inauthentic – Scott Snook, Associate Professor, Harvard Business School and retired Colonel, US Army Corps of Engineers
- Betraying trust – Evan Wittenberg, Head of Global Leadership Development, Google, Inc.
Mistakes One through Three
Nine thinkers, ten ideas. Let’s take a closer look. We can loosely group mistakes one through three as this: leaders start to believe it’s all about them, mistake their organization role (and the perks that go with it) as their self-worth, and fail to look beyond their inner circle.These are the executives who hold the mistaken notion that their world is the world. They are entitled and cloistered; and all too often they find out firsthand that the gods hate hubris.
