Visionary leaders like to walk among the clouds, devoting themselves to the future, the impossible and the things that could be. Unfortunately, businesses must be run with both a widescreen view and in-the-trenches focus, so pure visionaries with only big-picture mindsets are vulnerable to losing track of their enterprises.
Companies can no longer be impersonal buildings where employees show up each day, carry out their duties and shut off their brains before going home each night. The most successful leaders know that employees want a rewarding work life—an environment that cares for them, values their contributions and gives them a chance to learn and grow.
Companies can no longer be impersonal buildings where employees show up each day, carry out their duties and shut off their brains before going home each night. People aren’t satisfied with simply following procedures and checking boxes. They seek professional fulfillment through engagement, passion and long-term value.
Conscious leaders whose companies are thriving recognize the importance of people’s well-being. Simply put, companies grow when leaders help people feel fulfilled, individually and collectively. The process requires diligence, patience and passion. Initiating and maintaining a culture of collaboration focuses on promoting shared values and purpose.
Organizations run by leaders with traditional management mindsets lag behind their forward-thinking competitors in many areas: turnover, morale, productivity, market share, financial stability and profitability. The impact reaches far beyond the workplace and has a boomerang effect.
Leaders with grit focus on execution and achievement, promoting and upholding high standards. They have a strong drive to succeed, are group-focused and pride themselves on being strongly motivational.
Traditional approaches to leadership development merely scratch the surface. The real issues occur at foundational levels and are remedied only when directly addressed. Methods and practices are important, but companies benefit only when they delve into the complexities of leadership personality.
Despite all of the resources available to leaders today – books, articles, seminars, coaching and training programs – employees remain dissatisfied with leadership, their jobs and the future. After decades of attention paid to building better leaders, overall workforce distaste and distrust show little improvement. The managerial mindset is also stagnant.
When perfectionistic leaders prioritize outcomes over people, employee morale and a leader’s legacy suffer. People need room to breathe and the freedom to contribute with the skills they have. There’s almost always more than one way to achieve a goal. Perfection, as desirable as it may seem, is deceptively dangerous.
Perfectionistic leaders may be as damaging as those who embrace mediocrity. Perfectionists often obsess over process, commonly insisting that tasks be completed their way. Often accompanying perfectionism is obsessive-compulsive behavior, with leaders demanding adherence to narrow windows of acceptable norms. While ostensibly committed to doing what’s best, perfectionists have tightly controlled definitions of what best means.