Page 184 - The extraordinary leader

Fatal Flaws Must Be Fixed • 161

The organization usually has a sizable investment in this individual, and
this now tests several fundamental convictions of the organization’s leader-
ship. These include:

● Can people really change?
● Are people truly valuable?
● Does the organization have a responsibility to help the person who is
willing to change?
● Do people possess latent talents and abilities?
● Is it worth the organization’s investment to help an individual fix a
fatal flaw in their leadership skills?

We contend that the organization owes it to the leader to provide develop-
mental experiences that will provide a positive path to remedy dysfunctional
behavior. These may include external or internal programs or a coaching/
mentoring relationship that provides ongoing feedback to help change the
leader. Chapter 10 provides several avenues that could prove helpful to
the individual wanting to change, and Chapter 12 provides suggestions for the
organization and its efforts to help such leaders.
Prescription: Massive Doses of Feedback. This is a perfect use of the
360-degree feedback process. Once it has been established that a leader has
a major deficiency in one of the areas described above, it should be made
clear to the leader that change is expected.
One powerful strategy is to indicate that 15 months from now, we will do
a follow-up round of 360-degree feedback instruments with the subordinates,
and the expectation is that these areas will be remedied. The setting of a clear
expectation for change, and the creation of a powerful sense of urgency about
it, is the most likely way to erase fatal flaws.
Why Feedback Works. Inside everyone’s head is a picture of how they see
themselves. It describes what sort of person they are, what values they possess,
their overall pattern of behavior, and sums up the image they have of them-
selves. In most cases, the leader with a fatal flaw is totally unaware of it. For
example, the leader who immediately rejects others’ ideas would in great like-
lihood describe herself as being full of confidence and having such extensive
experience that she knows what ideas will succeed and which will fail. Such
individuals are usually unaware of the perception that they reject everyone
else’s ideas. How can that be changed?