orbed narcissism and charismatic leadership, often bridged by thinking systemically of the group or organization rather than “I”, and supplying to others the very feedback most wanted by yourself: affirmation, recognition, praise.

Inability to Get Along with Subordinates

Authoritarian leaders may have an especially difficult time aspiring others, creating a sense of loyalty, and establishing cohesive t

Although there are real, external reasons for managerial difficulty – including massive reorganization after takeovers and the realities of discrimination due to age, sex, and race – managers fail most often for reasons they themselves create.

These reasons include ignoring the application of emotional intelligence, failure to recognize individual motivation to be effective, and a failure to adapt to change and rebound from setbacks. With only slight modifications, the context of the following remedies can be changed to any executive function.

Excessive Narcissism and Self-Interest

Individuals with an excessive need for positive feedback and a preoccupation with themselves quickly alienate colleagues, supervisors, and subordinates. Others with strong narcissistic needs may require the enthusiasm and idealization of others. If you fall into this category, you may try the following:

• Reframe statements about personal glory and accomplishment as if they are organizational accomplishments.

• Use the words we and us, instead of personal worlds like I and me. Caution: for this to work, the change in terminology has to reflect a change in attitude. You have to become an authentic team player.

• Instead of demanding recognition and affirmation from colleagues and subordinates, develop other ways to address these needs. Other groups and endeavors outside your professional arena, as well as your family, may better meet these needs. If expanding your scope isn’t enough, seek therapy.

• You must be able to be wrong all alone and be successful as part of a team.

• There is a thin line between self-absorbed narcissism and charismatic leadership, often bridged by thinking systemically of the group or organization rather than “I”, and supplying to others the very feedback most wanted by yourself: affirmation, recognition, praise.

Inability to Get Along with Subordinates

Authoritarian leaders may have an especially difficult time aspiring others, creating a sense of loyalty, and establishing cohesive te

and rebound from setbacks. With only slight modifications, the context of the following remedies can be changed to any executive function.

Excessive Narcissism and Self-Interest

Individuals with an excessive need for positive feedback and a preoccupation with themselves quickly alienate colleagues, supervisors, and subordinates. Others with strong narcissistic needs may require the enthusiasm and idealization of others. If you fall into this category, you may try the following:

• Reframe statements about personal glory and accomplishment as if they are organizational accomplishments.

• Use the words we and us, instead of personal worlds like I and me. Caution: for this to work, the change in terminology has to reflect a change in attitude. You have to become an authentic team player.

• Instead of demanding recognition and affirmation from colleagues and subordinates, develop other ways to address these needs. Other groups and endeavors outside your professional arena, as well as your family, may better meet these needs. If expanding your scope isn’t enough, seek therapy.

• You must be able to be wrong all alone and be successful as part of a team.

• There is a thin line between self-absorbed narcissism and charismatic leadership, often bridged by thinking systemically of the group or organization rather than “I”, and supplying to others the very feedback most wanted by yourself: affirmation, recognition, praise.

Inability to Get Along with Subordinates

Authoritarian leaders may have an especially difficult time aspiring others, creating a sense of loyalty, and establishing cohesive t

lization of others. If you fall into this category, you may try the following:

• Reframe statements about personal glory and accomplishment as if they are organizational accomplishments.

• Use the words we and us, instead of personal worlds like I and me. Caution: for this to work, the change in terminology has to reflect a change in attitude. You have to become an authentic team player.

• Instead of demanding recognition and affirmation from colleagues and subordinates, develop other ways to address these needs. Other groups and endeavors outside your professional arena, as well as your family, may better meet these needs. If expanding your scope isn’t enough, seek therapy.

• You must be able to be wrong all alone and be successful as part of a team.

• There is a thin line between self-absorbed narcissism and charismatic leadership, often bridged by thinking systemically of the group or organization rather than “I”, and supplying to others the very feedback most wanted by yourself: affirmation, recognition, praise.

Inability to Get Along with Subordinates

Authoritarian leaders may have an especially difficult time aspiring others, creating a sense of loyalty, and establishing cohesive t

ead of demanding recognition and affirmation from colleagues and subordinates, develop other ways to address these needs. Other groups and endeavors outside your professional arena, as well as your family, may better meet these needs. If expanding your scope isn’t enough, seek therapy.

• You must be able to be wrong all alone and be successful as part of a team.

• There is a thin line between self-absorbed narcissism and charismatic leadership, often bridged by thinking systemically of the group or organization rather than “I”, and supplying to others the very feedback most wanted by yourself: affirmation, recognition, praise.

Inability to Get Along with Subordinates

Authoritarian leaders may have an especially difficult time aspiring others, creating a sense of loyalty, and establishing cohesive t

orbed narcissism and charismatic leadership, often bridged by thinking systemically of the group or organization rather than “I”, and supplying to others the very feedback most wanted by yourself: affirmation, recognition, praise.

Inability to Get Along with Subordinates

Authoritarian leaders may have an especially difficult time aspiring others, creating a sense of loyalty, and establishing cohesive teamwork. Many experts in the field view poor interpersonal skills as the single most frequent factor in the failure of managers, especially early in their career. This is a crucial area. Some guidelines to follow are:

• Develop the ability to listen well. Invite feedback and criticism, then listen carefully, attentively, without interruption, and without the need to feel defensive.

• Remain empathically attuned to subordinates. Listen to them, to their experiences, and realize how they may hear what you have to say. Anything you say is already in the context of a superior-subordinate relationship, thus, they may be inclined to hear it more critically or harshly than you intend.

• View conflict and differences of opinion as something welcome and inevitable rather than as something bad that must be quashed.

• Involve subordinates in decisions to develop a we and us feeling. For group cohesiveness, they need to consider themselves part of the group effort. Elicit new ideas and cooperation.

• Give them credit for their work, and subordinate credit for yourself to the credit of the group.

Fear of Action and Fear of Failure

An emotionally isolated leader may retreat just when he or she most needs to engage. Fearing failure or significant criticism, such a leader may retreat, giving the appearance of lack of commitment. An underlying assumption is that inaction prevents mistakes in management. In actuality, this practice may hasten the leader’s downfall.

• Accumulate as much data as possible, but plan a time when data collection will stop and action will begin. Some individuals will study somet