Opinions expressed by entrepreneurs’ colleagues are their very own.
Leaders have the illusion that their value and value are defined only by their success, control, which they practice over others and the titles they acquire. But they do not think that these attachments can make their success as leaders. In this continually changing world, rigid control does not define true leadership; Rather, courage to let go, improvise and accept that reality can create real leadership. Learn how to escape from these illusions cannot only improve the variety of leadership, but also your team’s development and well -being.
Control illusion
Leaders often adhere to the illusion of control, pondering that they’ll control the results, guarantee success and prevent failure to fail. This sort of pondering causes zealous micro management and narrowing of team members. True freedom and, in fact, great leadership results from the recognition that life is dynamic and continually changing, not an attempt to control each a part of the organization. A frontrunner who understands that the control is temporary shall be less likely that he’ll experience anxiety and more open to changes, innovations and creativity.
Take, for example, a CEO that has difficulty assigning work because they are apprehensive about losing control over the standard product standard. The atmosphere in which employees feel underestimated or limited may result from this attachment to the appearance of control. But when the general director admits that they can’t manage any detail, they’ll change the focus on trying to control each result to their employees to take responsibility, which not only soothes the stress of the leader, but also promotes the environment of responsibility and trust.
Relationship with success
Self -identification with external achievements is one other illusion that causes pain. Many leaders have a sense of value from the achievements, titles or admiration of other people. On the other hand, success is temporary. When the leaders bind their identity with her, they expose themselves to disappointment when something goes unsuitable or when inevitable failures.
Consider the project manager who is liked by their organization and managed several successful projects. Any later failure can lead to a crisis of confidence if the feeling of self -esteem of this person is based only on these achievements. On the other hand, people can remain concentrated and strong in the face of difficulties if they accept a detached way of pondering, realizing that each success and failure are transitional states. This branch is not a sign of apathy, but reasonably liberation from constant pressure to justify yourself.
Abandoning development and development
Growth also occurs when leaders are prepared to resign from the position and titles they hold. The leader can grow so in love with his title – for example, “founder” or director ” – that they have lost a larger picture from the eyes. They can reject the changes that will be helpful to the company, perceive criticism as a challenge for their authority or feel intimidated by ideas from the podaczers. This adhesion prevents the leader from learning and causing stagnation.
Effective leadership is subsequently not about strong attachment to the role or image, but about adapting and opening to transformation. For example, when senior management takes place in the back seat and allows younger leaders to take control of individual projects, they’ll see latest points of view and methods that they may miss. Ultimately, abandoning the need to be at the forefront can increase the influence of the leader and broaden their perspective on the possibilities of the organization.
Acceptance of reality
Constant fight with the truth is an inevitable results of attachment to illusions. This pain is often shown as burnout, stress or disappointment in the context of leadership. Leaders who understand this will begin to connect with reality, admitting that things do not at all times end up to be as planned that individuals sometimes fail and that not every goal shall be achieved. On the other hand, acceptance does not mean inactivity; This means reasonably to live in the present and deal with reality, not kind pondering.
For example, a team leader who has a strong commitment to a specific approach can keep him in promoting him despite the suggestions that this is not effective. They do not see the need to change the course because they are so invested in the success of the plan. On the other hand, the leader who accepts reality would recognize the circumstances, adapt and look for fresh approaches without a feeling personally devalued by changing the direction.
Fertilizable actions for leaders
- Self -confidence: Consistently get involved in the habit of objectively monitoring your feelings, thoughts and behaviors. This helps to recognize any illusions or attachments that you would be able to keep.
- Adopt flexibility: It needs to be remembered that titles and obligations are instruments for service, not identity. Let yourself be more flexible and adaptive.
- Transition from inspection to influence: Put more effort in the results than to control them. Give your employees the freedom to determine and accept responsibility.
- Przemyśl Success: See success as a development and learning process, not a final achievement. This way of pondering will allow you to remain open to latest possibilities and distance yourself from strict goals.
Application
Leaders can overcome the restrictions and fears imposed by their attachment by introducing these principles in practice. When leaders fully accept reality and release illusions, they’ll have a real effect.