Why Leaders Fail

“I've been told it was Abraham Lincoln who said, ‘Nearly all men can stand the test of adversity. For a true test of a man's character give him power...’ to me this is what John Baucom is all about. He's worked with some of the major corporations in this country that almost self-destructed when they experienced success. And he has helped them. John's consultations should be required for any business person who wants to succeed and then continue to be successful.”
John Thornton, Founder and former CEO, American Rugcrafters

Leaders fail for various reasons. As a writer and speaker on the topic, and as an executive coach, I have probably seen every possible version and “per-version” of leadership paralysis. Below I have included my top ten. The inspiration for my list came from a June 21, 1999 article in Fortune magazine. I recommend it as required reading. My list varies somewhat from the article and is admittedly biased due to my professional experience. Please read this and learn.—JQB

TEN REASONS LEADERS FAIL:

10. Inability to integrate and align various initiatives occurring simultaneously within an organization. This most commonly occurs with new leaders in the critical first eighteen months. So many things can be going on simultaneously in an organization it's difficult to keep track. It can also be a “slippery slope” figuring out the political twistedness of some initiatives. In one case, an otherwise time consuming, counterproductive, and wasteful project turned out to be the pet project of the adult owner's daughter. A new VP lost his job as a result of canceling the program. Understand first. Then act.

9. Failing to make a compelling and urgent case for change. Understand first. Then act. But do build a case for urgent change in the corporate system. Communicate urgency throughout the organization. Unfortunately, most leaders assume everyone else in the organization shares their sense of urgency. That is seldom true, and never will be until the top leadership team evangelically makes it so. Initially, focus on your key leaders. Be redundant. Emphasize urgency until you are completely and deeply convinced they are “in sync.” A hint—it will take much longer than you imagine. Afterwards you can begin to spread urgency throughout the rest of your organization.

8. Personal problems including divorce, infidelity, alcoholism, or drug addiction. If this is a surprise, you're in denial. Executives and other leaders worldwide struggle with these issues. Embarrassing headlines daily illustrate this point dramatically. Problems with sexual infidelity will destroy a leader and an entire organization. Alcohol abuse, illegal drug use and prescription drug addiction have destroyed thousands of leaders and ruined hundreds of businesses. Similarly marriage and family problems can end or sidetrack a leader's career more quickly than a bad “bottom line.” Don't risk it. Get help immediately if you face any of these problems. Do it now.

7. Failing to mobilize the workforce and engage pivotal groups. Getting the workforce “on your side” does not ensure success by a long shot. But it can help. Tom Peters' classic advice to manage by walking around and grow familiar with employees is still appropriate. Even more importantly, identify the internal power structure and begin to utilize it on your behalf. There are always “pivotal groups” in an organization. Don't make the mistake of ignoring these groups. You can easily get these groups to work for you and become part of the momentum that adds to a positive 'critical mass.'

6. Bad earning news within the organization over an extended period of time. No brainer—right? But I've found this is not as much as a killer as others. Boards, stockholders, and banks are forgiving as long as there is a viable vision, plan, and sound strategy. But if earnings news, vision, and strategy are all weak? Get a box and clean out your desk. Or get help.

5. Decision gridlock: Appearing indecisive to others in the organization. Please view the incredible leadership movie U-571. Don't watch it for entertainment, as you may have the first time. Study it and learn from it. This issue is about more than simply being indecisive. Its about appearing indecisive. If a leader appears this way, the impact can be devastating to the morale of an organization. Leaders must take initiative. To do so displays risk. If you aren't prepared to do this you will fail as a leader. Learn to be and appear more decisive.

4. Lack of execution—not getting the right results. Leaders get results; good leaders get good results. The only way to achieve this is through proper execution. It's not enough to continue with business as usual because “this is the way things have always been done.” As a leader, the “right results” are always those that are improving. Continuous improvement is not a slogan, it is a leader's responsibility.

3. Poor people skills. Leadership lore is filled with stories of people who were extremely successful engineers, accountants, salespersons, etc., and eventually were promoted to leadership positions. And then they failed miserably. Just because someone is skilled technically doesn't mean they are similarly skilled with leading people. Leadership is essentially about people. Poor people skills will destroy you as a leader.

2. Underdeveloped communication skills. The inability to communicate eloquently— verbally or in writing—can stop your growth as a leader. The good news is this is one of the easiest to improve. There is a wide list of options to help you develop your skills. But ensure you do something. If you're not a great public speaker, then become one. If you can't write the next Gettysburg address, then work on it. Improve communication to improve your leadership value.

1. Failure to clearly form, articulate, and sell a compelling vision. There is no reason this should be the most overlooked area of leadership. After all, as far back as Biblical times the Psalms said without vision there is no leadership. “The very essence of leadership is that you must have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion.” This comment, by Theodore Hesburgh, president of Notre Dame, makes it very clear. Yet leaders fail most often on this point. Don't let it happen to you.