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Tag Archives: Why CEO’s Fail

Christian and Secular Leadership – What is the Difference: Part 1

Much of church leadership today is more secular than Christian. We learn from the best practices and strategies from the most successful global leaders and then do our best to implement them. We “manage” to lead without God. We “do so much so well by ourselves that there is no need for God,” even if we do engage prayer and worship. We believe that ultimate responsibility for everything rests with our efforts. As one Japanese CEO remarked, “Whenever I meet a Buddhist leader, I meet a holy man in touch with another world.  Whenever I meet a Christian leader, I meet a manager at home only in this world like I am.“ (Os Guiness, The Call). All truth is ultimately God’s truth so there is a great deal we can learn from best secular leadership practices. It is very helpful to learn from excellent models, insight, and research in books such as The 12 Bad Habits that. Read more.

Christian and Secular Leadership -The Difference: Part 1

Much of church leadership today is more secular than Christian. We learn from the best practices and strategies from the most successful global leaders and then do our best to implement them. We “manage” to lead without God. We “do so much so well by ourselves that there is no need for God,” even if we do engage prayer and worship. We believe that ultimate responsibility for everything rests with our efforts. As one Japanese CEO remarked, “Whenever I meet a Buddhist leader, I meet a holy man in touch with another world.  Whenever I meet a Christian leader, I meet a manager at home only in this world like I am.“ (Os Guiness, The Call). All truth is ultimately God’s truth so there is a great deal we can learn from best secular leadership practices. It is very helpful to learn from excellent models, insight, and research in books such as The 12 Bad Habits. Read more.

Leaders that Sabotage Themselves: Part 2

Daniel Goleman’s research on emotional intelligence established that people who fail in life and work has to do, more often, with who they are (EQ) then what they know (IQ). Many people have built on this work over the years. David Dotlich and Peter Cairo in their book, Why CEO’s Fail, identify 11 detailers they consistently found in CEO’s and senior leaders in their work around the world. They are: Arrogance: You’re right and everybody else is wrong. Melodrama: You always grab the center of attention. Excessive Caution: Your mood swings drive business swings. Habitual Distrust: The next decision you make may be your first. Aloofness: You disengage and disconnect. Mischievousness: Rules are made to be broken. Eccentricity: It’s fun to be different just for the sake of it. Passive Resistance: Your silence is misinterpreted as agreement. Perfectionism: Get the little things right even if the big things go wrong. Eagerness to Please: Winning. Read more.

Leaders that Sabotage Themselves: Part 1

According to Robert Hogan, an industrial psychologist and professor, two-thirds of the people currently in leadership will fail; they will be fired, demoted, or “kicked upstairs.” The most common reason will be their inability to build or maintain a team. (Hogan defines leadership as “the capacity to build and maintain a high-performance team.”) Why? Certain dysfunctional tendencies, which lie outside their awareness and are invisible, only reveal themselves when people are under significant stress or lack rest. These deeply ingrained personality traits cause smart, well-intentioned leaders to act in illogical ways — making poor decisions, alienating key people, missing opportunities, and overlooking obvious trends around them. I have seen many church leaders rise and fall over the last three decades. A friend who teaches leadership at Harvard and Stanford recently introduced me to the research around this theme. See Why CEOs Fail (Dotlich and Cairo). Every leader has significant vulnerabilities and derailers. Great ones. Read more.