![]() Every leader has to use power from time to time in assigning tasks, allocating resources, selecting or promoting people, giving differentiated rewards or redirecting dialogue. Self-confidence also affects your use or abuse of power. They find it hard to select goals for fear of choosing the wrong ones and wait too long to connect the dots in the external environment or to reposition the business. Leaders with a fear of failure are often indecisive, defensive and less likely to spot opportunities because they are risk-averse. They back off when they should be giving brutally honest feedback and sometimes have a third party do that work for them. Such leaders tend to avoid conflicts and find it hard to challenge people on their performance or point of view. Related: Unleash your career potential and get customized job recommendations based on your military experience and personality traits.Ī fear of response is also common. Such leaders often find their own progress slowed, because they promote people for the wrong reasons, tolerate nonperformers and allow the social system to corrode. They have an especially hard time dismissing people who have been loyal to them. They therefore tend to go easy on people. Underlying fears and insecurities can be just as detrimental to your know-hows as can excessive self-confidence in the form of narcissism or arrogance. It's having a tough inner core, or what some refer to as emotional fortitude. You have to speak your mind and act decisively, knowing that you can withstand the consequences. ![]() You have to listen to your own inner voice and endure the lonely moments when an important decision falls on your shoulders. But drive and tenacity can cause a leader to stick to a plan that isn't working, or outdated assumptions, or an investment that is no longer promising. They search tenaciously for information they're missing and keep tweaking their mental models until they arrive at a positioning that works. They consistently drive their priorities through the organization. They drill for specific answers and don't give up until they get them. Some leaders have an inner motor that pushes them to get to the heart of an issue and find solutions. Overambitiousness, combined with a lack of integrity, can lead to undesirable behavior and even corruption. That's when you see leaders making flashy acquisitions that are financially unsound or setting attention-getting goals or taking on more priorities than the organization can handle out of a desire to do everything.
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