THE BIGGEST MISTAKE A LEADER CAN MAKE | HARVARD BUSINESS REVIEW

This video was shown in the The Personal Life of the Leader: Theoretical Framework. Master of Arts in Strategic Leadership. 

HBR: THE BIGGEST MISTAKE A LEADER MAKE

•  Putting self interest before the people you lead and organization
• Betraying trust
• Being certain. Confusing the stability of our mindset with the stability of the underlying phenomenon. This makes the leader act as on who knows
• Not living up to their values. Leaders who espouse values but don’t deliver but under-deliver. They are rapidly found out and rapidly turned over.
• To be overly enamored with their vision. Caught with the pursuit of purpose. Moving from passion with purpose to obsession. Such leaders become vulnerable.
• Arrogance. Confusing the size and success of the enterprise with the individual persona. Creating social distance and power distance, which can be demotivating with chances of making big mistakes.
• Potentially acting too fast. Executing before reflecting.
• It’s all about the leader.
• Lacking authenticity. Being inconsistent.
• Not being authentic
• Not be self reflective—behavior and self improvement

Featuring:
Bill George, Professor, Harvard Business School and former Chairman and Chief Executive Officer of Medtronic
Evan Wittenberg, Head of Global Leadership Development, Google, Inc.
Dr. Ellen Langer, Professor, Harvard University
Andrew Pettigrew, Professor, Sïad Business School, University of Oxford
Gianpiero Petriglieri, Affiliate Professor of Organizational Behavior, INSEAD
Carl Sloane, Professor Emeritus, Harvard Business School
Jonathan Doochin, Leadership Institute at Harvard College
Scott Snook, Associate Professor, Harvard Business School and retired Colonel, US Army Corps of Engineers
Daisy Wademan Dowling, Executive Director, Leadership Development at Morgan Stanley