10 Ways Leaders Keep Others from Emerging
October 1, 1996
Almost every leader says, "People are our greatest resource." But it's not
uncommon to find leaders who don't really allow others to develop. I have
seen leaders, perhaps unintentionally, do one or more of the following:
Magnify the risk.
"I know you want this job, but remember: if you
fail, you're out."
Minimize the reward.
Instead of talking about the sheer joy of
accomplishment, they emphasize the drudgery. "How does your spouse feel about
your not coming home for dinner? There will be a lot of nights you'll be
working."
Create a threat.
"You really don't like people criticizing you, do
you? As a boss, you're going to have to get over that. Everybody in this
place gets criticism."
Show a lack of confidence.
"I doubt you're really the right person,
but we haven't got anybody else. Somebody has to fill the job." Since every
person beginning a job has never done it before, it's easy to tell somebody
he or she is not qualified.
Expect results too soon.
"In a couple of weeks, you ought to be on
top of this job." The person knows he or she can't get on top of the project
in two weeks; the boss knows it too.
Deny support.
"I'm not going to be able to give you much help. You're
going to be out there by yourself."
Create an atmosphere of criticism.
"You can't do anything right."
Nobody wants to work for a boss who takes all the credit and transfers all
the blame.
Overstate the effort required.
"You probably won't have any leisure
time anytime soon. You'll go home with a headache, and your back will ache.
That's the price we pay."
Suggest peer rejection.
"You're not really a people person, and this
is a people job. But I'm willing to give you a shot at it."
Emphasize the pressure.
"The last person ...
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