The Reasons Why Leaders Execute Poorly

a) Inability to adapt the idea to prevailing realities. Many executives are inflexible, and find it difficult to align ideas to reality through adaptation.

That an idea worked well in one organization does not
mean it will work well in others. A value analysis of
the existing complexity is required in order to refocus strategy that will close the gap between set goals and

results by paying attention to details.

b) Ideation infatuation: Many leaders constantly

think through, create and introduce new ideas which they never implement in full cycle before moving to new ones. They are known for constantly dreaming of

new projects, processes and characterizations but
have no patience to push them through before embarking on new deals. Executive leaders who dream and think big but cannot

commit his/her personal resources to make them happen
is unrealistic, unreasonable and insecure. Realistic and secure people dream and commit to making them come true

c) Analysis paralysis: These are leaders who in an attempt to understand the complexities of issues

break them down to smaller bits and suddenly becomes overwhelmed by how big their problem is. They are skilled in analysing problems to component parts but never identify solutions to cure these challenges.

d) Inability to build a momentum due to

poor communications: Leadership when demonstrated and communicated in a way that team member’s collaboration and buy-in are secured,

goal implementation become easier and faster.
To build consensus, the leader must state clearly the

message and it’s requirements in order to secure the

commitment of all team members by emphasising the common benefit the various stakeholders stand to profit from the enterprise.
e) Using external resource to execute a project internal resource can execute. Many execution conflicts faced by leaders arise when they try to undermine their internal team members by bringing

in external resource to perform simple tasks under the disguise of outsourcing.
When a leader decides to use external resource to

execute a project that could be properly executed by

internal resource, it usually breed discontent, misalignment and distrust particularly when the purpose is poorly communicated to all concerned.

f) Fear of taking risk. A great ingredient of leadership is the ability to take risk. Risky ventures are built

on the leader’s conviction of seeing what others do

not see, believing what is possible and making a leap

into the future with the hope that all will be well,

though there maybe reasons to doubt how things may

turn out. To take a risk is to create a future and manage the consequences of the results. There are many leaders who have

done great things but only a few of them did not doubt that

their actions may fail at the end.

At the very end, their fears dissolves and the outcome are

usually exceedingly brilliant.

A leader must attempt big things and projects
bigger than their comprehension, that shocks them out of

reality and which perhaps gives them sleepless nights of how it can be realized. It is only then that their risk ability

can become ingenious.

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