Recently, Mark Wright from People Create Limited and Ben Parker from Mobilizing Teams International came together to talk about the Leadership Loopholes.
The collection of short, informative videos below is the satisfying result.
We talk about each of the 8 Leadership Loopholes in enough detail to get an idea of how they drain teams of their behavioural potential. And also give examples of how we have helped leaders and their teams effectively address them in order to improve performance, engagement and clarity of purpose.
It is rare to come across a team or culture where all of the challenges they are facing can be attributed to a single Leadership Loophole. Usually it is a combination of a few coming together that need to be unpacked. But for simplicity, we are taking them one at a time.
You can watch the videos in any order and if you want more information, you can check out the Leadership Loophole page, take a look at this companion article or, of course, get in touch and we can talk it through with you.
An introduction to the Leadership Loopholes
Our 8 Leadership Loopholes provide you with a guide to the neglected behavioural value that teams and organisations allow to flow from their businesses every day.
Each of these Leadership ...Loopholes has the potential to derail entire organisations. They are subtle and unintentional; undermining organisational cultures where people are working really hard, trying to do the right thing.
There is no sense of priority here; each team and culture experiences the Leadership Loopholes differently and needs to decide what matters most. But by encouraging honest conversations and reflecting on what you see around you, you can work out where to start.Show More
An introduction to the Leadership Loopholes
Our 8 Leadership Loopholes provide you with a guide to the neglected ...
Our 8 Leadership Loopholes provide you with a guide to the neglected behavioural value that teams and organisations allow to flow from their businesses every day.
Each of these Leadership ...Loopholes has the potential to derail entire organisations. They are subtle and unintentional; undermining organisational cultures where people are working really hard, trying to do the right thing.
There is no sense of priority here; each team and culture experiences the Leadership Loopholes differently and needs to decide what matters most. But by encouraging honest conversations and reflecting on what you see around you, you can work out where to start.Show More
Behavioural Paralysis
Behavioural Paralysis happens when teams and leaders are hesitant and ...
Behavioural Paralysis happens when teams and leaders are hesitant and cautious; fearful of dilemma and of committing to difficult decisions. They struggle to move beyond the immediate tasks in front ...of them; often being busy but not purposeful. Unhelpful, unchallenged behaviours and stagnating routines begin to embed a fixed mindset culture.Show More
Inadvertent Blundering
Inadvertent Blundering happens when leaders or team members make ...
Inadvertent Blundering happens when leaders or team members make repeated assumptions or unintended errors of judgment. Often associated with minimal personal reflection or a low feedback culture, this Leadership Loophole ...takes a heavy toll on relationship building and reputation.Show More
Cultural Selfishness
Cultural Selfishness is an “us first” protection mechanism, working ...
Cultural Selfishness is an “us first” protection mechanism, working against generosity and curiosity. Left unattended, the complexity and politics of business leaves teams feeling the need to survive, regardless of ...the impact on others. Equally, an over-inflated sense of a team’s importance means immediate interests are placed before the collective effort.Show More
Structured Distraction
Structured Distraction describes a collective sense of being too busy ...
Structured Distraction describes a collective sense of being too busy to think properly, a lack of clear strategic focus or a pervasive fear of change that draws teams towards an ...easier path; being wilfully blind to changes that are needed, avoiding difficult conversations and prioritising frenetic displacement behaviour.Show More
Hierarchical Dependancy
Hierarchical Dependancy is a complex mix of outdated leadership ...
Hierarchical Dependancy is a complex mix of outdated leadership legacy, structural inertia and distorted perceptions of how to behave. It leaves individuals and teams unwilling to take ownership or independent ...action. An over-reliance on pushing responsibility upwards creates slow, bureaucratic processes and cautious cultures.Show More
Organisational Disengagement
When individuals and teams don’t see or care about the higher purpose ...
When individuals and teams don’t see or care about the higher purpose of their effort, they begin a process of Organisational Disengagement. Without the pulling gravity of a compelling “why” ...the essential discretionary effort needed for creativity and problem solving drifts away, leaving teams and their leaders frustrated and listless.Show More
Protective Holding Back
Protective Holding Back is the instinct to self-shield because of ...
Protective Holding Back is the instinct to self-shield because of challenging circumstances or bitter previous experience. It triggers a reluctance for teams and individuals to be open or to trust ...the motives of others. “Don’t be vulnerable, minimise emotion, emphasise strength and power” are defining characteristics of this Leadership Loophole.Show More
Contextual Complexity
Business is faster, more integrated and less certain than it has ever ...
Business is faster, more integrated and less certain than it has ever been. Contextual Complexity describes the layers of dilemma and unceasing data overload that create a competency gap, fuelled ...by decision paradoxes and mis-aligned messaging.Show More
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