Unrealistic Six Habits Of Team Leaders

< p > there is a part of life a href= "http://www.91se91.com/news/index_c.asp" > leader < /a > can not treat reality objectively and realistically, treat things with a realistic attitude.

There are also some leaders who think they are very realistic. In fact, when they think they are the most realistic, they are also the most divorced from reality.

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< p > > therefore, it is necessary to explore what kind of < a href= "http://www.91se91.com/news/index_c.asp" > habit < /a > leads us to always be divorced from reality: < /p >

< p > < strong > 1, distorting information < /strong > /p >

< p > one is to find no real key facts in many information. Believing or listening is unimportant information.

For example, some leaders just like to listen to their reports, then judge by experience, and the results deviate from the real facts; two, they never find the cause or important information from the source.

If today's competition is so fierce, if enterprises want to find out the real factors that affect development, they must settle down and pursue the research from the source by seeking truth from facts.

How many leaders can do this? < /p >

< p > < strong > two, biased listening to the letter < /strong > < /p >.

P does not stereoscopic look at problems, always hears one side of the voice and begins to draw conclusions; or, in pursuit of the results of work, it is anxious to make judgments in uncertain situations; or because success conceit, nothing can be heard.

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< p > strong > three, wishful thinking < /strong > /p >

< p > some of our leaders often give orders to < a href= "http://www.91se91.com/news/index_c.asp > < /a >: we want to expand the scale; we need to increase sales.

At this time, if someone reflects different situations, the leader will not listen.

What is full of mind is, "how can we go against what we mean?" at this time, in the enterprise, who has the greatest will? It is the leader, not the consumer in the market.

Under such circumstances, there is no failure in decision-making.

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< p > strong > four, fear /strong < /p >

< p > in the enterprise, for fear that others will surpass themselves and have a fear of those who disagree with themselves.

Therefore, we will lose our sense. Just let us shut up or leave if we disagree with us.

At this point, leaders have no courage to face the truth and seek truth from facts. < /p >

< p > < strong > five, over emphasizing emotion < /strong > < /p >

< p > working for a long time, resulting in feelings, when leaders tend to lose their sober minds due to overemotional feelings, fail to see the real situation and make wrong decisions.

For example, Intel has switched to the production of chips in that year, but it has been reluctant to let go of memory products for more than ten years, wasting more than ten billion.

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< p > < strong > six, excessive pursuit of short-term interests < /strong > /p >

< p > some leaders have committed to what kind of performance they have made to the organization at that time. Therefore, for these short-term interests, they have divorced from actual behavior and sacrificed the overall interests and long-term interests of the organization.

For example, excessive pursuit of sales growth and the adoption of some quick and quick measures have led to a loss of balance in the development of enterprises.

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< p > Why do some entrepreneurs succeed in real life after they succeed? It is because they are lost by these six habits.

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