Digital Dealer - October 2019 - 5

where they can thrive, and
don't take them for granted
because they've been there
so long.
The other side of the coin
is that tenure can become
a license for laziness, as
when someone takes something in life for granted-a
job included-they often
become lazy there. If you
have long-term people who
when they officially retire it
will be for the second time,
you need to address that.
Hard-working, productive
people with less seniority
are distracted and disgusted by senior people who
are held to a lower standard
of values, work ethic, and
results.

3. TOO MANY OR
UNPRODUCTIVE
MEETINGS.

In a faster-paced society
and leaner workplace, people at all levels are spread
thinner and resent wasted
or unproductive time in
many regards, but especially in meetings - particularly
high performers. Too many
or unproductive meetings
are one reason why people
must work longer to get
work done -- work that they
could have achieved in less
time if there fewer meetings.
4. PUBLIC CHASTISEMENT OR HUMILIATION.

This is a foolish practice
perpetuated by leaders
who: possess little or unstable emotional control; are
plagued by immaturity, or
are insecure and/or angry
at themselves, and therefore prone to take it out on
others. Public chastisement
or humiliation beats people
down and causes them

to mentally check out on
you. And it doesn't matter
whether someone is 18 or
80; people don't like this
foolishness.
Also note, that while this
is a foolish practice to inflict
on anyone, it normally has
an even greater detrimental
impact on those younger
or less experienced, who
feel more vulnerable and
are particularly sensitive to
getting talked down to or
disrespected.

5. INCONSISTENCY IN
PRACTICES, PROCESSES,
AND LEADERSHIP
TEMPERAMENT.

Inconsistency in the
areas outlined creates
tentative and skeptical followers that are more prone
to play not to lose, rather
than to win. The Lombardi
adage is true: "It's hard to
be aggressive when you're
confused."
Inconsistency can result
from a lack of commitment,
trying to do too much at
once, unclear higher-ups,
confusion over objectives,
the pursuit of instant gratification, and more. Inconsistency in the areas mentioned, as well as others
similar, can result in team
members who are indifferent, unenthusiastic, and
unconcerned about what is
new since they don't expect
it to last long anyhow.
6. LEADING BY A
LOUSY EXAMPLE.

Everyone leads by
example; The question
is, "What's the example?"
Leading by a poor example
covers a lot of ground: arriving late to work, bad-mouthing other departments, mak-

ing excuses, not keeping
commitments, failing to live
by values, lack of consistency, and more. Demonstrating this foolishness breaks
trust, destroys your credibility, and makes you a running
joke among team members
of all generations.
7. THE ENDLESS
PURSUIT OF SILVER
BULLETS AND "FLAVORS
OF THE MONTH."

Failure to commit to,
and stick with, processes,
programs, or other initiatives because it's difficult or
unpopular, or because an
alternative looks easier-even if it doesn't work
as well-is a sure and
common way to confuse,
frustrate, and create
skepticism from the team. A
lack of follow-through from
management is a momentum-breaker and creates a
perception that managers
are either clueless, indecisive or apathetic; maybe
even all three.
8. VALUING
LIKABILITY OVER
PERFORMANCE.

Managers lose credibility
and hurt morale when favoring or retaining people they
"like," despite their failure in
meeting performance and/
or behavioral standards.
When "who you know" or
"who you are friends with"
creates more job security
than performance, you
create a culture of compromise, double-talk, and
hypocrisy that presents a
persistent distraction for
those doing their job well.
9. VALUING
PERFORMANCE
OVER INTEGRITY.

D I G I TA L D E A L E R . C O M

Tolerating team members who violate values,
cut corners, and don't take
care of customers or care
about teammates, just
because they perform well
numbers-wise can destroy
your culture and credibility. These toxic achievers
hold others down through
distractions, drama, and
egregious example. Leaders who fail to address the
situation look like incompetent, gutless, sell-outs, (not
the kind of person anyone
wants to follow).
There are no perfect leaders, so let me take some
pressure off you: you're
not the exception. But to
lead effectively, across all
generations, you've got to
clean up foolishness like
this in your own culture
and leadership style. If not,
both you and your team will
continually miss what could
and should be. Face it, fix it,
and get better.
DAVE ANDERSON, "Mr.
Accountability," is a leading
international speaker on
personal and corporate
performance improvement. The
author of 14 books and host of
the wildly popular podcast, The
Game Changer Life, Dave's
message has impacted leaders
in nearly 70 nations. His "inthe-trenches" background of
starting and running worldclass businesses, coupled with
his relatable non-academic
approach, creates an
unmatched connection that
resonates with audiences and
moves them to action.
Follow Dave on Twitter
@DaveAnderson100. EMAIL:
dave@learntolead.com

OCTOBER 2019

http://www.DIGITALDEALER.COM

Digital Dealer - October 2019

Table of Contents for the Digital Edition of Digital Dealer - October 2019