1. Data Worship/Adoration: Leaders always look for quantitative figures as most initiatives are converted to either absolute figures, percentages, ratios or discrete digits, particularly in measurement of performance. In many cases, data or information do not measure the degree of change or the efforts that went in implementing the initiatives.  When leaders elevate the importance of these data or information to reverential height, it becomes a source of degenerative moods and it dehumanizes team efforts. For leaders, they must understand that the measurement is not the data or information, but the interpretations and illumination derived from them. Leaders must not kill motivation of team members through over-reliance on data and information. The essence of performance measurement must exist on the value of work as the intrinsic factor which drives performance and ultimately the anticipated results. The essence of data is the provision of insight and its ability to be diagnostic in probing why certain events trend the way they do.
  2. Over-reliance on the tyranny of urgency: Leaders create scalable objectives, plans, actions while in pursuit of results. In rationing available resources and influencing team members towards a strategic objective, time become of great essence. Most initiatives die out and are rushed into untidy execution because not enough time was allocated. Ordinarily. a project which requires 3 months duration to execute can sometimes be collapsed or “crashed” into 3 weeks through mandate of “urgency”.   In execution and the discipline of getting things done squarely, urgency to deliver usually is the biggest tyrant to contend with. The tyranny of urgency is the number one killer of networked processes, and it obstructs great ideas from travelling through a journey of full cycle without abridgments.
  1. Impact of toxic co-workers and negative words: Every leader must be on the lookout for toxic employees among team members. A toxic person is an emotional wreck who nurses a deep seated wound borne out of the experience of either their own bad fortune or the good fortune of others which they resent by envy and jealousy. Toxic people are extra sensitive and like taking advantage by creating a drama that attracts them to others as victims of a system, a process or an on-going change initiative. Among teams, toxic people exhibit a number of negativeness and these affect the team chemistry. Through critical and unhealthy comments, toxic people destroy team spirit and instigate division among employees, thereby reducing performance. Toxic people are usually identified by the following ways
  1. They like to give historical analysis of past events but conclude with wrong statements to create reasons why a course of action will never succeed.
  2. They like to be at the center of conversation, dictating discussion. When their ideas are defeated, they sulk and become defensive.
  3. They are always negative, actively backbiting and spreading half-truth and lies.
  4. When they make friends with people, they will demand unalloyed loyalty or they instigate a fight.
  5. Their focus is on failed initiatives, problems and reasons why new initiatives should not be embarked upon.
  6. They try to rally support from team members by making them believe that they are acting for the collective good of the team.
  7. They underscore their relevance.

 

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