To follow, are my top 5 conditions and/or practices:
Observing a person's behavior is very instructional. It will provide you with information regarding their thinking, as well as their values and beliefs. Values and beliefs represent the core of someone's personal make-up, are deeply embedded and tend to resist change. (That's why a 1 day "training workshop" will not adequately address needed changes).
Additionally, while observing someone's behavior, look for the ripple effect. Determine its reach -- who is being affected and how. If the rouge HR manager situation had been seen and handled in this way, there probably would have been a quicker and more active response to her situation. See past the person - look at the impact.
I've observed, if team members are clear and connected, with positive accountability in place, they act in accordance to what's expected (and I say this assuming there is a dose of professional maturity. Even if it is not substantially clear, maturity will rule the day).
As it relates to the rouge manager, consider what might have been different if the opposite of conditions 2, 3, and 4 were strongly in place. At least the behavior could have been quickly detected and constructively managed.
Though not directly related to our rouge manager scenario, there is another sabotaging leadership practice I feel compelled to share, and that's #5.
5. Expecting and initiating company growth without growing a staff's capability and capacity
Want to discourage and burn-out a team or department quickly?, #5 will do exactly that. This is also another common practice - investing in all sorts of initiatives for company growth with little to no investment in developing the capabilities and capacity of those who'll be managing the growth. Doesn't make sense does it?
This practice harkens back to #1 - understanding human behavior and the role it plays in achieving operational outcomes. Because of this, "human resource" management is typically not included in business planning or strategy and is therefore not aligned to business growth needs.
I do believe there are a number of reasons for that, which I address in the briefing Show Me The Money! (one of which is #1 -- again...see a running theme here?)
I recommend you give thoughtful consideration to these 5 leadership conditions/practices. They are popular saboteurs, even though there certainly are more. But even if you and/or your leadership team addressed only one, you'd experience operational improvement and increased profits.
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