Ineffective Leaders Rarely Get The Job Done

One of the greatest frustrations in my three decades of observing and consulting to not-for-profits, has been observing how ineffective leaders never seem to get anything productive accomplished. While almost all these individuals spout off about their accomplishments, most of the items spouted are more custodial in nature, than accomplishments. Many of these individuals spend most of their time concentrating on "menial," inconsequential, or non-priority type items, and far too little of their time trying to evolve the organizations. Leaders must realize and react to the reality that any organization that does not continuously evolve, while at the same time maintaining its identity and mission.

Some of the reasons that so many leaders are so ineffective, and seem to "never get it done" include:

(1) Many ineffective leaders are inadequate or untrained decision makers. Many are either not skilled enough to come to a well thought out decision, or are merely either untrained or unwilling to be trained. One of the most important attributes of effective leadership is being comfortable with the decision making process, as well as making a decision.

(2) Many leaders lack certain necessary skills. Organizations must realize that there are specific skills and attributes needed to be an effective leader, and that is why it is so essential to prioritize leadership training.

(3) Ineffective leaders often become excuse makers. They will come up with any number of reasons why "it couldn't be done." I refer to this as the "excusitis syndrome."

(4) Ineffective leaders tend to blame others. The "blame game" is almost never productive!

(5) Many ineffective leaders say, "It's not my job." They insist that someone else needs to do it, and they often love to say that it is important for leaders to "delegate" to others. Of course, since there is often a dearth of leadership or skilled individuals, the individuals that are delegated to, are ill-equipped, or ill-prepared to do what is needed effectively or productively.

(6) If I had a dime for every time I've heard an ineffective leader say that he didn't want to step on someone else's toes, or didn't want to offend, I'd have a fortune. These explanations are usually merely excuses for ineffective leadership.

(7) Ineffective leaders either do poor (inadequate) planning, or don't plan at all.

(8) Ineffective leaders either don't properly formulate an action plan, or don't work that plan.

(9) There are far too many "Talk the talk, but don't walk the walk" "leaders" involved. I generally judge a leader on actions instead of words.

(10) Many ineffective leaders do not understand, or often, even get the concept of the "big picture."

(11) Ineffective leaders often spend more effort on procrastinating than acting. If only they would spend more time and effort than delaying, many organizations would get much more accomplished.

(12) Many ineffective leaders seem to concern themselves more with their popularity than with doing whatever is necessary to help their organization.

Obviously, there are far more ineffective leaders than effective ones. Until organizations truly make a concerted effort to improve their leadership qualification process, as well as their leadership and pre-leadership training programs, organizational growth and progress will continue to get stymied by ineffective leaders who get so little accomplished.