"Everyone has the ability to do what I do, and more. Some of you will, and others do not. Those who fail will be because you are sabotaging themselves, not because the world is brought. " - Warren Buffet, in a speech at the University of Washington about success. If I am an intelligent leader, why I get into behaviors that are self destructive and counter productive? Because eventually react like any other human to the distress. The distress is different from the stress. Stress is actually good for my life. I pushed the limit, which allows us to see what material I'm done and let me prove myself against the challenges that the world imposes on me. Still, when I'm under pressure it is best to keep the focus on my goals, both short term and long term. When stress becomes excessive (eg, too much to me coming from all directions), I am overwhelmed and then it becomes distress. When I'm distresado, my focus becomes finding immediate relief and thus lose sight of the goals you really want to achieve. It is then, when I shoot from the hip and not from the shoulder, so just give me a shot in the foot. If these patterns are repeated long enough, they become self-defeating behaviors that can reach up to join part of my personality.
What are some of these behaviors most common self-sabotage, which could jeopardize reaching my goals? 1. Think I'm indispensable: If I own my own business (and I developed for someone to take my place, or an exit strategy) may be indispensable. However, if you work in the company of someone else and I never will go out because I'm irreplaceable, you better think again, because the truth is that nobody is irreplaceable. 2. Run over the other: When I do this, start frustration and resentment. Instead of motivating people, the outrage and hurt. In any case, their motivation is replaced by a desire to resist or rebel. Why would contribute to my success, when the dehumanized and treated like a machine and not people? 3. Not listening: Frustrated people to make them feel that it is not important what you have to say. In this case, rather than seeking to rebel, will try to help because they feel that if it is not important what you have to say, why do only what is important to me? 4. No delegate: If after telling my staff that I want from them, I do aside from his way and let them do have doubts about their abilities or my own ability to connect (or put another way, no know what the hell to expect from them), which cause decreased performance, which compound the difficulties that long to get their work maturity. 5. Use technical language or complicated: If something is sufficiently important that people understand it, then it is important enough to make it understandable. Use technical language or complicated by people who do not understand, hinders communication and maybe people do not feel comfortable to tell me that I do not understand. 6. Fearing the fire someone: One of the great responsibilities as leader of a group is to end the employment relationship with the people who are incompetent, unproductive or destructive to the organization. If there is anything that makes me gain respect or lose, others in this environment is the one with the ability to make these decisions. I doubt also that in these situations, everyone is watching me. 7. Fear y evitar evaluar el desempeño: Evaluar el desempeño puede ser aventurado. Requiere ser específico y claro acerca de lo que la gente tiene que hacer para mejorar y luego dar seguimiento para asegurarme que en la siguiente evaluación se hayan cumplido las mejoras. Demasiado frecuentemente se presenta el conflicto entre decirles a los colaboradores que metas deben ser alcanzadas y el decirles como deben alcanzarlas. La consecuencia de esto es hacer las evaluaciones como el llenado de una forma en contraposición al propósito original de las evaluaciones – vehículos para mejorar el desempeño. 8. Miedo de confrontar: Mientras más enfocado estoy en usar mis facultades racionales y habilidades analíticas para fijar metas y desarrollar plans to achieve them, but I am exposed to neglect my ability to deal with emotional issues, which could even shrink. Research in the area of \u200b\u200bRH have shown that while higher up the chain of command of the organizations, rather increases the use of emotional intelligence to a certain level, then increasing the mindset of "strategist", you can lose of view, having in mind the overall picture, which in the end the human details are to be treated and confronted if any, to land any strategy successfully. Put another way, I keep thinking like "bunker." 9. Fear of failure: As I grow old fear of making a error may be greater than the desire to make things right, which may have an adverse effect on confidence and affect my ability to make decisions. 10. Do not make me "buy": When what you say and do not make sense, does not feel congruent or not perceived as possible be done to my staff, is unlikely to "buy" my contributions. You might settle in front of me, more to implement the ideas, the level of enforcement could not live up to my expectations. Now, what I can do if I'm putting myself tripping with these or other self-sabotaging behavior? For this is a matter of being alert to the reality as it is, not as I imagine whatever. To achieve this, I find, recruit and develop people more capable and bright that you can surround. And give them the freedom to speak with the necessary confidence to tell me when you need to make to one side of the road, so that I can continue with mine.
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