It’s happened every December for years. Perhaps it is the occasion of closing out a year and opening a new one that causes me to, with all meticulousness, introspectively investigate how I’ve been doing.
Every year I end up with a list of things that causes me to a smile.
Then there’s the list of things that bring about a contorted grimace. I could have done a little … and sometimes a lot … better with the events on this list.
And then there’s the final list. It’s the “I pretty much did the best I could considering my circumstances, and resources” list. Items only land on this final list after I’ve had some close-to-me-and-the-circumstances help accessing the situation; which keeps me objective. And, typically anything on this list is something I’ve been wrestling with day in and day out for a while.
Recently June has also brought about a similar season of heavy introspection and survey. Perhaps being a dad (of three) and the celebration of Father’s Day seems fitting for asking, “what am I doing, and how am I doing at it?”
Also interesting is how June brings about the more personal approach to assessment causing me to think about character, priorities, personal values, life goals, etc, while December continues to be flavored with a status of strategic planning.
One approach I’ve used to help with all this self-assessment is reading a few books about the common mistakes of others. Maybe you’ll find a few comments from these resources helpful as well - as you do what all responsible leaders do and with regularity and all meticulousness take an objective look in the mirror.
Finzel (2000), in The Top Ten Mistakes Leader’s Make, reports [mostly paraphrased]:
- Having a top-down attitude and mentality
- Putting paperwork before peoplework
- Making affirmation absent
- Not making room for mavericks
- Using dictatorship in decision-making
- Engaging dirty delegation (refusing to relax, let go and trust others)
- Having chaotic, unclear and inconsistent communication
- Ignoring or being blinded to the needed organizational culture
- Succeeding without planning for succession
- Failing to focus on the long-term future
Guilty of any of these?
In Finkelstein’s (2003) Why Smart Executives Fail, he concludes noting “Seven Habits of Spectacularly Unsuccessful People” as [each quoted]:
1. They see themselves and their companies as dominating their environments
2. They identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests
3. They think they have all the answers
4. They ruthlessly eliminate anyone who isn’t 100 percent behind them
5. They are consummate company spokespersons, obsessed with the company image
6. They underestimate major obstacles
7. They stubbornly rely on what worked for them in the past
Any of these bullets sound like something you do? Do they reflect or sum what others would say about you?
We will all do well to think carefully and investigate ourselves objectively in light of these thoughts.
© 2008 Randy Cobb, New Day Leadership
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