Why Executives Fail?

I recently received a summary description of professor Sydney Kinkelstein's article of 8 years ago: "Why Smart Executives Fail". In the article the author shared his field experience. Executive failures can be seen through the lens of bad habits. Here we go:

Habit #1. Executives see themselves and their companies as dominating their environment. This lack of respect for the competition can be fatal. Someone sooner or later will invent a better solution, if you are not vigilant. I worked many years ago for Control Data Corporation. The company does not exist anymore. Senior executives thought that dominance of the large computer systems world would make them invincible. Guess what? Here comes the PC.

Habit #2. Executives identify so completely with their company that there is no clear boundary between their personal life and their corporation's interests. This total association might be a manifestation of the character of the executive. You know the type. They introduce themselves with their titles because they have nothing else that matters to them more.

Habit # 3. Executives think they have all the answers. Leaders who have all the answers typically have no great followers. Know-it all leaders are shunned by bright subordinates. I had the opportunity to work for a brilliant man who unfortunately surrounded himself with claques -- clapping at every word, laughing at every joke, hiding their real feelings. A palace coup eventually toppled this executive.

Habit # 4. Executives ruthlessly eliminate anyone who is not completely behind them. This habit creates many yes-men and yes women, and idol worship. People with different ideas are essential in any great organization. I witness the presence of consultants inside an organization whose primary role was to police the loyalty of people toward the leader. Anyone suspected of being less than 100% compliant was soon relegated to the dust bin or pushed out. However, those who live by the sword tend to die by it, we are taught.

Habit # 5. Executives are consummate spokespersons, obsessed with company image. This blatantly way of seeking attention turns people off. Few like soap boxes. I have attended too many rah-rah meetings where everyone is driven to a high degree of fervor. That fervor, however, was not matched by results. Soon the top guy became a joke, not to be believed.

Habit # 6. Executives underestimate obstacles. Excessive hype plus yes-people eventually leads to painful lessons. The air of invincibility masks the potential for disaster. I witnessed during my career executives minimizing problems only to be overcome by them. In one case, a leader in hammer type printers company ridiculed the threat of the jet printer as being dirty and unable to print multiple copies. The growth of the jet printer industry followed. A missed opportunity!

Habit # 7. Executives stubbornly rely on what worked for them in the past. Changing times and changing situations often require a new set of answers and approaches. Talking about the great feats of the yesteryear is no antidote for pressing and tough issues. Getting trapped in a problem solving paradigm is akin to having blinders on.

Anyone of us can associate with at least one or more of the bad habits.

To know which one(s) apply to us makes us aware of the pothole in front of us. There are no perfect people but there are aware people. Awareness can facilitate clearer thinking and decision making. The most dangerous people inside an organization are those who do not know what they do not know. They are blind and ignorant at the same time.

Reflect on your own vulnerability. Manage it. Turn it into a positive. Have fun!