LEADERSHIP MISTAKES

Organisations do not lose resources solely because of poor strategies or unfavourable market conditions. In many cases, some of the problems stem from decisions that management chooses to postpone: difficult conversations, unresolved conflicts, staff who fail to meet their targets or projects that continue to receive resources despite having lost their usefulness.

Such behaviour can turn into genuine leadership mistakes, with consequences that extend beyond people management and can ultimately affect productivity, talent retention and the organisation’s efficiency.

Effective leadership is not in fact about making every decision, avoiding all conflict or protecting the team from every difficulty. Above all, it means taking responsibility for the decisions that need to be made, even when they are uncomfortable.

The leadership crisis in management

Whilst local data often describes the phenomenon of so-called “accidental managers,” international research points to a broader picture.

According to Gartner, approximately 85% of new managers worldwide take on their role without having received formal management training.

They are often brilliant and reliable professionals in their own area of expertise, who are promoted precisely because of their skills.

The problem emerges when they make a leap in their careers.

The technical skills that made them excellent in their previous role become less relevant. Leading people, making decisions, managing conflicts and building a self-sufficient organisation require different skills.

Being an excellent professional does not automatically mean being an excellent manager.

When technical talent is not enough

Leading people is a discipline that is radically different from simply being an excellent performer.

This pitfall frequently affects entrepreneurs too.

Having brilliant insight or possessing exceptional technical skills does not automatically mean knowing how to scale up a business when the organisation no longer needs just the founder’s talent but also solid management skills.

As the business grows, the leader’s role must therefore evolve: the aim cannot be to continue making every decision personally but to build a system capable of operating effectively even without constant involvement from the top.

The true aim of a leader

A leader’s aim is not to make themselves indispensable by centralising decision-making.

On the contrary, effective leadership should build an autonomous team capable of making decisions, managing problems and resolving issues without constantly requiring intervention from senior management.

A manager’s value, therefore, is not measured solely by how many decisions they make personally but also by their ability to foster autonomy, accountability and competence within the team.

Corporate values cannot be merely branding

At the same time, the concept of corporate values is increasingly being stripped of its meaning.

Today’s organisations all too often reduce their values to a mere facade, using them as a branding tool to attract audiences, reassure customers or strengthen their reputation.

Noble words and inspirational concepts are printed in huge letters on office walls or included in corporate marketing materials.

The problem is that declaring a value does not mean putting it into practice.

In day-to-day reality, these statements can become empty shells when they are not put into concrete practice in operational decisions, in employee behaviour and above all, in the choices made by senior management.

Leaders may draw up long lists of ideals but if they do not practise upholding them when organisational challenges arise, those values risk being nothing more than statements.

A value only exists when it is put to the test

A value is only real when it has been put into practice and upheld under pressure.

If pressure causes a leader to compromise their principles without any tangible consequences, it means that that value has not truly been internalised.

Management consistency therefore becomes essential: what an organisation claims to stand for must be reflected in the decisions taken when circumstances become complex.

Corporate culture starts at the top

Corporate culture always trickles down from the top.

The team constantly observes what the leader tolerates, accepts, avoids or changes when the stakes are high and adjusts their own behaviour accordingly.

If management shirks responsibility or compromises on its values during the most difficult moments, the entire organisation may learn that integrity is, in reality, optional.

Organisational culture is therefore determined not only by what the company says but above all, by what its leaders actually do.

Feedback and accountability

Protecting staff from harsh but honest feedback is not necessarily an act of kindness.

It can turn into a managerial mistake that ultimately harms the very person the leader is trying to protect.

Avoiding a difficult conversation simply means postponing the problem rather than resolving it.

Over time, the consequences of these omissions can affect even the organisation’s brightest talents.

Top performers seek consistency

Top performers are often particularly sensitive to organisational consistency.

When they notice that the rules and principles declared by the company are not applied when doing so becomes inconvenient, they may lose some of their respect for and commitment to the organisation.

According to the statistics cited in the article, one in three employees leaves their job due to a negative or disappointing relationship with their manager.

This phenomenon therefore concerns not only staff retention but can also be seen as an issue of leadership and management quality.

Crises also begin with postponed conversations

Ultimately, every significant structural crisis can be traced back to a series of uncomfortable conversations that have been constantly postponed.

Hiring talented professionals, giving them impressive titles and hanging a list of ideals on the wall does not automatically generate the courage needed to lead a business.

Integrity must be cultivated and accountability must first and foremost be embodied by senior management so that it can permeate the entire organisation.

Leadership means accountability

Real change begins when a leader decides to embody the values they advocate, personally and clearly facing the pressure they had previously chosen to avoid.

As the very essence of corporate leadership lies in providing direction, tackling difficult conversations and seeing one’s mission through to completion.

Conclusion

Leadership is not measured solely when everything is going smoothly. It is measured above all when pressure, conflict, results that fall short of expectations and difficult decisions arise.

It is in those moments that the consistency of values, the quality of management and the true ability to take responsibility emerge.

A leader does not have to be infallible.

However, they must be prepared to tackle what others would rather avoid.

As many corporate crises do not begin with one major wrong decision.

They begin with a small decision that no one had the courage to make.

Giancarlo Castagnoli
President, PROYTEC GROUP

Note on Gartner

Gartner, Inc. is a global research, consultancy and strategic analysis firm specialising in information technology (IT) and business management.

Founded in 1979 by Gideon Gartner and headquartered in Stamford, Connecticut, it is listed on the New York Stock Exchange and is part of the S&P 500 Index.

What does Gartner do?

Gartner’s main activities include:

• Market research and analysis: it provides reports, market data and strategic forecasts to support decision-making o business executives, CIOs, CEOs and industry leaders.
• Strategic consultancy: it supports companies in planning digital transformation, optimising IT infrastructure and managing risk.
• Global events and summits: it organises international conferences aimed at professionals working in technology and innovation.

Gartner’s best-known tools

Gartner is particularly well known in the business and IT world for two analytical models.

1. Magic Quadrant

This is a graphical matrix used to evaluate and position suppliers of specific technology within four categories: Leaders, Visionaries, Challengers and Niche Players.

2. Hype Cycle

This is a graphical model illustrating the various stages of evolution, adoption and commercial maturity of emerging technology, from the initial phase of expectation through to wider adoption.

In addition to the IT sector, Gartner also operates in fields such as finance, human resources, legal affairs, marketing and supply chain.