Leadership: the greatest lost opportunity
Roughly $6 billion each year in Australia is invested in identifying and developing emerging talent.
Yet, up to 75% of leaders are deemed incompetent by their followers! These ‘incompetent’ leaders are dysfunctional or worse, toxic. Incompetent leaders do not make a positive contribution to the organisation.
Part of the challenge is the way leadership is defined. For those promoting leaders, the key is individual performance: technical competence. For followers, technical competence is a given. The differentiator of great leadership is personal and interpersonal qualities such as mutual respect, trustworthiness, support and guidance.
The cost of poor leadership
Ken Blanchard estimates the cost of poor leadership to be around 7% of the organisation’s annual turnover. Contributing to the overall figure of 7% is the negative impact of a dysfunctional or toxic leader on culture, innovation, staff engagement, staff turnover, stress levels, diversity, and customer service.
The Imposter Syndrome leads to dysfunctional and toxic leadership
Up to 70% of successful men and women experience the feeling of not being good enough: the imposter syndrome. When triggered into this limiting mindset, individuals seek to prevent others from seeing them as they see themselves. This syndrome stands in the way of the personal and interpersonal capabilities followers seek in a leader. It stands in the way of them operating from transparency, treating others with respect, seeking to identify the potential in others and develop it to its highest level. It is a major contributor to dysfunctional and toxic leadership.
What is poor leadership and the Imposter Syndrome costing you?
Isn’t it time to find out?