Saturday, June 20, 2015

The Biggest Mistake a Leader Can Make


The most disappointing LEADERSHIP phenomenon is the leader who espouses values but doesn't deliver! Instead an ever increasing chasm between words and deeds develops and the leader is exposed: followers recognise it readily and distance themselves from the inconsistencies modelled by the leader. 

All too often the leader's mission is 'all about me' and not the organisation - God help us if such leaders aren't recognised and exposed early on!
Sven Ljungholm






4 comments:

FORMER SALVATION ARMY OFFICERS FELLOWSHIP said...

It's Saturday morning and the number of blog visitors is at an unusually high count for a weekend. However, not a single comment?! Clearly the subject is of immense interest, but timid souls prevail- post anonymously if you wish, but please do let us hear from you.

It's our intention to make this a weekly series, but only if interest is shown.

Anonymous said...

Brill post Sven ! I look forward to reading this weekly series and so wish it was used in teaching many now in DC and higher titled positions of SA leadership. Many in our territory are clearly out of the league to which they've been promoted! Nepotism, family history, etc. has resulted in Peter principle clans.
Brit living in Atlanta

Anonymous said...

FSAOF blog archives:
"Thus the Salvation Army has a Territorial Commander, who is supposed to set the course, and a Chief Secretary, the 2 i/c, who is the executive officer. They’re different jobs, requiring different gifts.

In the Army we sometimes make someone a Chief Secretary because he’s good at the nuts and bolts, and later promote him to be Territorial Commander because it’s his turn, only to discover that he can’t stop micro-managing.

We had one here who couldn’t make that transition. Elevated to Territorial Commander, he used to require carbon copies (which shows you this was a while ago) of all correspondence and then reportedly phoned his Heads of Departments in the middle of the night to critique what they’d written that day."

NZ

Anonymous said...


From my E Europe experience:

Our TC arrived in 2009 touting admin expertise, and which on occasion was evident. But, he lacked many social skills, made no effort to learn Russian culture, dissed Russian SA culture and tradition, skills, and after five full years had never bothered to learn the Russian language. And when Russia and Ukraine came to blows over the Crimean peninsula dispute in 2014, he preferred to remain safe at home on furlough leaving the command without direction. His predecessors all moved on to eventual TC appointments, albeit some to minutia commands. The exception was the 1st Russian commander in 1991, a Scandinavian, who also elected to remain at home on furlough during the 1991 President Yeltsin coup, and was subsequently relieved of his command, well before his due date of departure, to an unknown post to bide his time until retirement.

This most recent leader's advance was found out. Thus his expected elevation to Territorial Commander was halted as he was instead demoted to a divisional role where his style is more fitting, tolerated and less damaging.
USA Former Officer