Tag Archives: Arrogance

3 WAYS TO IDENTIFY ARROGANT LEADERS

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3 Ways to Identify Arrogant Leaders

I recently heard a great speaker in Atlanta named Clay Scroggins (Author, How to Lead When You’re Not in Charge). He made this point:

“Arrogant people don’t ask questions.”

I had to think about that.  Test it against my experience.  See if it was an exaggeration – or could it be so?

He went on to say….”they not only don’t ask you questions, they do not ask themselves questions either.”

Hmmm. Thinking over all the arrogant people I’ve ever met.  List very long. May take a while to conclude.

(a minute passes)

Dang.  I think it’s true!!!

Here are three easy ways to find out if a leader is arrogant…

THE TELL-ASK RATIO:

Count the number of things the leader came to TELL you, compared to the number of open-ended questions they ASKED you.  Anything  above a 3:1 ratio may indicate a problem (just a hunch).

A surrogate for this test would be – how long did they talk relative to how long they listened.  Try this in your next project meeting with your supervisor.

THE DON’T ASK/DON’T KNOW SCAM:

If you think you are working for someone arrogant, take note of how many times they declare things to the organization that they do not actually know to be true.

  1. “We will launch a new product by X.”
  2. “We will have that problem solved by Friday.”
  3. “We will overcome this adversity.” (Just to mention a few possibilities.)

THE KNOW ME/KNOW THEE TEST:

Ask the leader to share one of their most difficult experiences and what they learned from it.  If they can’t think of one, well, you know what that means.

Another version of this test?  Ask them to name your three children at the next company picnic.  If they smile, nervous laugh, and walk away…

3 WAYS TO PRACTICE HUMILITY:

  1. Listen carefully.
  2. Ask inquiring questions.
  3. Know yourself and know your team members.

That’s humility.  And it drives performance.

Serve well.

What are some signs that a leader is arrogant?

How might leaders practice humility?

 

 

 

WHY HUMILITY DELIVERS MORE RESULTS THAN ARROGANCE

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Why Humility Delivers More Results Than Arrogance

Courage and humility:

You’d be wrong if you said humility is kin to fear.

Courage is the willingness and ability to fail and try again.

Arrogance needs to appear perfect so it plays it safe. It won’t try unless success is certain. Arrogance fears and rejects failure.

Humility accepts responsible failure and keeps going.

Wisdom and humility:

The arrogant become fools.

Arrogance learns slowly, if at all. It won’t accept advice or guidance from others because it believes it already knows best.

Learning is hard for arrogance.

Arrogance knows. Humility knows there’s more to know.

Humility learns from failure, improves, and gains insight. Arrogance, on the other hand, repeats ineffective behaviors and blames others for failure.

Humility learns because it listens. Arrogance despises listening.

Arrogance points fingers.

Humility takes responsibility and grows.

There is no growth apart from taking responsibility.

Humility and results:

Humility respects and appreciates others. Teams work hard for leaders who appreciate their hard work.

Humility connects with others and honors their talent.

Arrogance stands aloof and feels threatened when others shine.

Five practices of humility:

  1. Learning.
  2. Listening.
  3. Courage.
  4. Connection.
  5. Responsibility.

Which of the five practices of humility are most relevant to you?

How are courage, learning, and results connected to humility?

 

NEARLY 50% OF UPPER-LEVEL MANAGERS AVOID HOLDING PEOPLE ACCOUNTABLE

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Nearly 50% of Upper-Level Managers Avoid Holding People Accountable

 

46% of upper-level managers are rated “too little” on the item, “Holds people accountable … .” (HBR)

You missed the point if accountability is:

  1. Coercing reluctance to do things it isn’t committed to do.
  2. Expecting performance from weakness. Accountability won’t help squirrels lay eggs.
  3. Punishment.

Accountability:

  1. Says we are responsible to each other.
  2. Expresses commitment. Those who aren’t willing to be accountable haven’t committed.
  3. Defines dependability. What’s more insulting than one unprepared person on a team filled with talent?
  4. Demonstrates confidence and self-respect.
  5. Sets the ground rules for respect and trust.

Accountability recognizes strength and honors performance.

Mutual accountability:

I’ve never been asked to lead a workshop on how to hold ourselves accountable. It’s always about others. That is the heart of the problem.

Accountability is something to work on together, not mandate from on high.

One-sided accountability:

  1. Leverages fear.
  2. Depends on carrots and sticks.
  3. Promotes disconnection and arrogance. Relationships disintegrate when leaders stand aloof.
  4. Invites resentment and disengagement.
  5. Dis-empowers those who need to feel powerful.

Mutual accountability:

  1. Requires leaders to go first.
  2. Demands respect-based interactions.
  3. Strengthens connection and relationship. We are responsible to help the people around us succeed.
  4. Honors integrity and courage.
  5. Gives opportunity for humility.

Jim Whitehurst, CEO of Red Hat, said, “Go into every interaction with those who work for you believing that you are as accountable to them for your performance as they are to you for their performance.”, and author of, “The Open Organization.”

Practice accountability:

Blurry responsibility leads to vague accountability. Vague accountability is no accountability.

  1. Who owns the project or initiative?
  2. Who makes decisions? The group. A project leader. Someone who isn’t in the room.
  3. What are the deliverables?
  4. What are the milestones and deadlines?
  5. What happens when deadlines are missed?

Complexity is like fog to accountability.

What might mutual accountability look like in your organization?

How might leaders lift accountability out of the category of punishment?