« The Study of Leadership |
Leading Blog Main Page
| When Making Judgments About Our Leaders and Others »
02.11.07
February 11, 2007
On Apologies and Seven Failings of Really Useless Leaders:
- Carla Marinucci, San Francisco Chronicle Political Writer reports on the growing club of prominent public figures who have had to say "I'm sorry" in the glare of very big headlines in Public Figures in 'Sorry' State: Mastering Art of High-Profile Apology a Key Leadership Test
by Carla Marinucci, San Francisco Chronicle
There's a fine art to the delicate problem of making a public apology—and not everyone navigates the crucial steps to make it effective, said Barbara Kellerman, a lecturer at the Center for Public Leadership in Harvard University's John F. Kennedy School of Government. She added, there are five simple rules when it comes to the art of a good public apology: Acknowledge your mistake, accept responsibility, express regret, say it will never happen again—and make it fast.
- The London Times reports on Steven Sonsino's seven failings of really useless leaders in Keys To Leadership Lie Within
“I believe that it is quicker, easier and more effective for us as managers to stop doing the things that demotivate people than it is for us to bolt on radically new techniques from acknowledged inspirational leaders,” writes Steven Sonsino. He identifies “seven failings of really useless leaders”:
1. Killing enthusiasm through micromanagement, coercion and disrespect;
2. Killing emotion by being aggressive, lacking empathy and not supporting work-life balance;
3. Killing explanation through incomplete or inconsistent communication;
4. Killing engagement with limited team goals and an insistence on managers dictating objectives;
5. Killing reward by rewarding the wrong things or doing it in the wrong way, for example, by offering a cash bonus to someone who is not motivated by money;
6. Killing culture, for example by ignoring differences in working cultures when managing mergers between organisations or by “punishing risk- taking” while trying to introduce a culture of innovation; and
7. Killing trust by making unfair decisions when hiring or rewarding staff.
* * * |
Posted by Michael McKinney at 05:50 PM
Permalink
| Comments (0)
| NewsWire
|
 |
|
