This mistake of the company manager is often caused by the above-described belief in one's own importance. These shortcomings have much in common, but there are also differences between them. If confidence in one's own importance is an exclusively internal state, then a huge ego is hard not to notice for others. How will it manifest itself? There are many options, but the most striking is considered to be the response to critical remarks.
Everyone can make mistakes, but only a few will admit their failures. It is quite interesting to watch influential bosses who understand perfectly well that they have instagram database miscalculated at a certain point, but instead of honestly admitting this fact, they begin to cheat in every possible way. They put pressure on others with their authority, demonstrate irritability, resort to any tricks, just to hide their own blunder. Often, even experienced managers, endowed with talent and intelligence, who have achieved good positions thanks to hard work, cannot understand that such behavior is noticeable to subordinates, as a result of which the boss loses the respect of the team. True strength is not in not making mistakes, but in the ability to accept them.
Another classic example of demonstrating ego is the dependence of the communication style on the level of the opponent. Such leaders will talk to their boss, showing great respect. With people who are on the same level with them – respectfully and familiarly. With their subordinates – showing “arrogant democracy” (feigned “democracy” in the conditions of political correctness and tolerance is a clever method of demonstrating arrogance).
Mistakes of experienced managers
All of the above examples of colossal ego are very dangerous because they can lead to a complete loss of authority for the manager and, even worse, to a decrease in the performance indicators of the entire enterprise.
Excessive caution
Great achievements create a strong internal desire in a person to preserve what has been acquired. This forces one to refuse risk, to direct the main efforts to stabilize and “freeze” the situation. This approach is fraught with many threats. Business is like football: if you do not score, then a goal will be scored against you. The greater the size of the achievements, the more you can lose. This situation forces one to be very prudent, to be wary of risks. But at the same time, one can lose very big when an overly cautious boss is “bypassed” by more risky rivals.
In most cases, experienced managers choose the first option between perfect and correct decisions, since in this case they will have nothing to reproach them for. They can hire a barely familiar person for a management position just because he has a good resume, an MBA and the “right” experience, instead of a less experienced but motivated employee from their company. The probability of success in each of these options is the same. But in the case of failure with hiring a person from outside, no one will be able to accuse you of an illiterate decision, because there is nothing to find fault with. The candidate's resume was written perfectly. There are many such examples.
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Alexander Kuleshov
Alexander Kuleshov
General Director of Sales Generator LLC
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