Some countries in the Middle East region have made exponential progress in the recent years. As a result, many new public and private organisations have emerged in the area in addition with many new entrepreneurs and business leaders stamping their mark in their respective industries. It is also a fact that these leaders are performing really well and leading their organisations in an impressive manner. However, there are still some areas in which they lake the acumen and finesse required to compete at international level.
Following lines explain 5 most deadly mistakes or “sins” which are not only committed by Middle Eastern managers but by managers all across the globe.
Waiting for the Thinking to be Done for Them: First and foremost, there are many managers who let others do most of the thinking for them. They undermine their own ability to engage and as a result, fail to put forward any attainable goals or vision as well. They miss the opportunity to speak up and be heard and loss their followers permanently in the process. They depend upon others to formulate organisational strategy, practically becoming irrelevant to the organisation they work for. They just content on doing minimum thinking and strategising necessary to receive a pay check.
Living with a Sense of Entitlement: Living with a sense of entitlement is perhaps the greatest sins leaders all around the world commit. They think that they are entitled to special privileges due to their position in the organisation even if they do minimum thinking and working. They want you to treat them above the rest but in fact, they live with a destructive sense of entitlement which can harm their interests in the long run. Such people don’t wait for their turn to become leader; they have no regard for the rules and values of the organisation and mistreat others shamelessly. Needless to say, they become very poor team members and even worse leaders. Such leaders mismanage, don’t recognise hard work of their subordinates and eventually demotivate the entire team.
Failure to Draw the Line between Personal and Professional Life: Failure to draw the lines implies that such leaders are unable to differentiate between what is personal and what is professional. In simple word, they are more subjective instead of objective and this is exactly what prevents them from becoming an influential leader and it is hazardous for the growth of the company as well. These leaders believe in nepotism and fill the ranks with friends, relatives and acquaintances while totally ignoring merit. These people don’t have the inner strength to say no to such people and even formulate different rules and regulations for those they know and for those they don’t know.
Inadequate Leadership Branding, Promotion and Development: There are some organisations who take leadership as position which can only be occupied by a relative, friend or by a person who already holds a senior position in the same or other organisation. They never try to nurture and promote people from lower ranks and develop them to become a future leader. In such organisations, resources are directed towards few at the top, professional development of junior and mid level employee is limited and seniors try to take recognition for the good work of the juniors. Such behaviours usually result in low morale of the employees, demotivation and poor performance on individual and collective level.
Not Providing Values on Consistent Manner: Perhaps, not providing values to the subordinates and followers on regular and consistent basis is perhaps the biggest failure of a leader. In fact, the core of leadership is to provide selfless values to others and if a leader cannot do so, he is not a leader. You cannot call yourself a leader if you live a life that is fully focused on living only. Such leaders do jobs only for themselves and their families and make no effort for the welfare and wellbeing of the others including the professional and personal development of their peers, subordinates and followers.