Executives and their teams, despite the success, are indeed human. They make errors in decision making.

A friend mentioned a successful politician who needed treatment because he had lost an election. He had committed mistakes over the years. But, this time, it felt different. As though it was lasting and unforgiving.

There are decisions made that are more devastating than others. The swinging of their pendulum can ruin an executive's strategy leading to seemingly irreparable damage. Some mistakes are business miscues and other personal biases quietly encroaching into their organization until the fix has laid to bear wasted resources and bad choices.

1. Terminating an employee takes too much time

Since we can't have do-overs in life, it doesn't behoove us to consider what we might have done retrospectively. What we now regret. Sure we could have possibly responded to changing conditions quicker. Perhaps, terminating an employee that despite repeated attempts hadn't worked out as planned. Termination isn't a demise. It isn't a period. A dismissal is a chant to begin again better.

What does not working out mean? Does it imply that innovative thinkers or those who have a new perspective based on life experiences aren't welcome? Is it possible complaining team members have settled into groupthink that its meanderings go unnoticed?

Leaders often assure themselves they can save even the most resistant employee. What if it is the manager's fault as Gallup suggests? 

2. Squandering the trust of employees

When executives shield themselves from managers and frontline employees who come in contact with customers, they lose essential data urgently needed for making choices.

An executive has to be astute in identifying marketplace threats.

We've seen behaviors of decentralized organizations that lost touch with what is occurring with customers and competitors.

A leader should:

• Spend more digital face time with employees, not just managers. You want to know what is happening.

• Maintain an open culture where ideas are encouraged and challenged.

• Use surveys that honestly convey good or bad results to the CEO's office quickly.

• Know what your employees are doing

• Don't make a habit of acquiring information ONLY from senior staff.

• Determine if actions will get the organization where it needs to go.   

If a competitor were to portray a company's products as irrelevant, don't leap for disingenuous solutions such as purchasing a company whose portfolio does not fit your core business.

Executives agree to numerous initiatives and sign off too many budgets while diminishing the company's returns.

3. As an alternative, take two steps backward. Then ask yourself who are your loyal customers. What are their most urgent needs you are capable of providing? Helping a leader determine an elemental truth, "Who are you, and why are you doing this?

4. Avoid stowing your baggage on others

We all have emotional baggage. That is the human part of us requiring constant gardening. We have legitimate reasons for being depressed, outraged, and sometimes paranoid. To paraphrase former Intel chief, Andy Grooves, Sometimes they are out to get you. Have a healthy sense of it.

5. Removing your scars allows you to see others who may be taking the winding road of self-awareness.

6. As the words emblazoned on an old building in the United Kingdom wore, "What er thy part, act it well.

Being honest with yourself builds trust that sustains in tough times.

About Jim Woods

Jim is President of Woods Kovalova Group headquartered in Denver, CO., but serving clients globally. He has partnered with global organizations, small businesses, U.S. Miltary and educational institutions with engaging online seminars and coaching on implicit bias, leadership, sexual harassment, cross-cultural competence, and customer service. Since 1998 Jim’s clients have found his programs and style not only opened critical conversations among employees; they also helped them retain top talent and increase positive customer engagement.

He has advised and trained Fortune 1000 companies, U.S. Military, Government, small business, and individuals seeking performance improvement. Jim is a former U.S. Navy Seabee and earned a master’s degree in organizational development and human resources. He has taught leadership and human resources at Villanova, Colorado Technical University, and Dickinson University. To have Jim work with your organization schedule an appointment here.