Diseases of Leadership

#1
According to a terribly knowledgeable person (not me, clearly), these are the '10 Diseases of Leadership'.

  • 1. Lack of moral courage.
    2. Bad news can come from a good friend - opposition can be loyal.
    3. Consent and evade. (Do not object, but then do not do it).
    4. There is a need to know - and you do not need to know. (But listen, I've got a secret...)
    5. Do not bother me with facts - I've made up my mind!
    6. The eternal quest for the 100% solution. (Hanging on 'a few more hours' for that 'last piece of information').
    7. Quality of advice is directly related to the status of the advisor.
    8. I'm too busy to win! (Inability to prioritise).
    9. I can do your job as well, and I'll prove it by doing it now - and better!
    10. Big man, long shadow. (No-one is irreplaceable - including the leader!)

Open floor - how many do you recognise?

And how many do you recognise in yourself? ;)
 
#2
Darth_Doctrinus said:
2. Bad news can come from a good friend - opposition can be loyal.
Sorry, the title of this caught my eye. I'm fuzzy on #2...would the leadership problem be the inability to recognize this fact?
 
#4
And the Bad Qualities of Commanders:

FOOLHARDINESS
VANITY
LACK OF PROFESSIONAL KNOWLEDGE
NO VISION
POOR JUDGEMENT AND NO INITIATIVE
LACK OF COURAGE AND RESOLVE (moral & Physical)
LACK OF/OVER CONFIDENCE
THE INABILITY TO COMMUNICATE
POOR INTEGRITY AND EXAMPLE


I certainly feel the frustration of inability to communicate and am reminded of the quote on the wall of the C2 Trainer at Grantham, "The meaning of a communication is the response that it generates!" I'm sure I'm not the only one who reflects on that one often.
 
#5
Add to that list:

Taking the line that it is better not to have tried something and never failed, that way it won't show up on your CR.

msr
 
#7
1. Lack of moral courage.

Wounded? Hospital? What?

2. Bad news can come from a good friend - opposition can be loyal.

Dr. Kelly needs a robust security-style interview

3. Consent and evade. (Do not object, but then do not do it).

Arctic Convoy lads...you're all heroes....but you're not getting a medal

4. There is a need to know - and you do not need to know. (But listen, I've got a secret...)

We can't possibly tell you this...top secret intelligence and all that...but they could attack in 45 minutes!

5. Do not bother me with facts - I've made up my mind!

History will prove me right!

6. The eternal quest for the 100% solution. (Hanging on 'a few more hours' for that 'last piece of information').

Eye-catching initiatives! Oh, and...has anyone got any late intelligence that could be included?

7. Quality of advice is directly related to the status of the advisor.

All those Foreign Office chaps are obsessively pro-Arab anyway

8. I'm too busy to win! (Inability to prioritise).

Of course new chairs for the MOD come before CBA

9. I can do your job as well, and I'll prove it by doing it now - and better!

Alastair, can you get this intelligence dossier together? Thanks

10. Big man, long shadow. (No-one is irreplaceable - including the leader!)

Gordon is psychologically flawed

Hmm, he's got'em all - the perfect 10!
 
#10
Darth_Doctrinus said:
6. The eternal quest for the 100% solution. (Hanging on 'a few more hours' for that 'last piece of information').

And how many do you recognise in yourself? ;)
The eternal quest for the 50% solution, more like.

And Confusious says:

"Man who goes to bed at night with woman problem on mind wake up with 50% solution on chest."
 
#11
Better to have 80% of the info now that 100% too late!

and insisting on using the word granularity the whole time....
 
#13
Darth_Doctrinus said:
7. Quality of advice is directly related to the status of the advisor.
This is something, very real, in the TA.

Always remember that your new recruits could be anything in the real world. Including subject matter experts, on the matter in hand. :wink:
 
#14
The decision that makes me look good is the decision that's taken.

I've always done it this way, and I always will.

You are too unimportant to actually be right.

I'd rather be popular than take a tough decision.

Why take the blame when teflon does it for you?
 
#16
Not to forget that old chestnut "It doesn't matter if you win or lose byt how you place the blame". Blame cultures, where everyone fears the leader/commander is always looking to park a buck "here" are prone to failure. This is particularly true where the leader creates a cult of personality and wraps everyone in a bond of perceived personal loyalty. Look at all those imperial commanders who screwed up royally (imperially) during our own nineteenth century history - for example Gordon and Chelmsford (just watched Zulu Dawn this p.m.)
 
#17
Whenever politicians say they are behind the Armed Forces remember the political axiom "The opposition is in front , the enemy is behind"
 
#18
Darth_Doctrinus said:
According to a terribly knowledgeable person (not me, clearly), these are the '10 Diseases of Leadership'.


  • 3. Consent and evade. (Do not object, but then do not do it).

Open floor - how many do you recognise?

And how many do you recognise in yourself? ;)
When I worked for a real ch*pper a few years ago, this was a favourite of mine. But it balanced his lack of knowledge and leadership and I compensated by doubling up on moral courage.
 
#19
Interestingly - I should explain I am a consultant in risk management by day - these ten diseases of leadership map pretty exactly onto the ten behaviours most likely to lead to risks being badly managed or rather ignored, failure to identify them and so forth. I am quite clear in my mind that the best leaders are those who identify risk effectively and then take appropriate action or put in place appropriate contingencies to deal with them. The "damn the torpedoes" approach only works if the torpedoes miss after all!
 
#20
What happened to the army staff classic?

"Micro-managing got me where I am today and I'm not giving it up now!"

Scratch
 

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