Before you as leader jump to conclusions about what may have transpired among your team, settle down get some facts.
Jumping to conclusions in an accusatory way can first put you in a downward spiral and make the situation continuously worse.
It can also create a rift among the workforce bringing negativity into the environment. These consequences can be avoided when there’s no destructive leadership behavior.
A study shows that while many people are keen to contribute more at work, the “behavior” of management and the culture of their organizations are actively discouraging them to do so.
Most of times many managers don’t realize they are doing this. But when this kind of behavior consistently undermine your efforts, it can cause a form of psychological self-harm.
Before overreacting in any given situation, step back and figure out how you want to be portrayed as a leader. Then ask yourself some questions:
✔️Why must I always be right?
✔️Why am I jumping to conclusions anyway?
✔️Why do I always sweat the small stuff?
✔️Why am I worrying about the future?
✔️Why do I talk more than I listen?
✔️Why do I blame and complain?
✔️Why am I so defensive?
✔️Why am I always being triggered to react instead of actually thinking how to respond?
I’ve come to realize that before anyone (including myself) can effectively be leaders in business, company leadership, life, parenting or in society, we have to turn inward to discover “why” we self-protect. Our wellbeing and the wellbeing of our communities depend on this.
Whether or not you’ve read my book Lead2Flourish, it’s important that you explore your hidden frustrations and align your actions with what you value and envision for your professional development and life.
To learn more, get your copy of Lead2Flourish and invite Dr. Deana to bring these tools to your company, either in a talk, workshop or consulting. Download a free chapter of Lead2Flourish and join our monthly newsletter family.
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