ByMark E. Van BurenTodd Safferstone

The Quick Wins Paradox

Group Members:

Aimal Khan.Waseem Ali Shah.M. Bilal Shah.Asif Zia.Arbab Muhammad Bilal.

Idea in brief

New leaders know they must prove themselves right out of the gate.

Two types of leaders.High performing leaders.Struggling leaders.

Quick win.

To impress their bosses, the leaders try to attain quick wins; and in doing so, they fall in traps.

These traps not only affect the performance of these new leaders but also drive down the performance of everyone around them.

The Traps

There are five traps, namely:

1.Focusing too heavily on the details.2.Reacts negatively to criticism.3.Intimidates others.4.Jumps to hasty conclusions.5.Micro manages direct reports.

Focusing too heavily on the details

The most common behavior we found associated with failure in a new leadership role was a tendency to get bogged down in minutiae.

Lack of focus on broader responsibilities.

Reacts negatively to criticism

The most common behavior among the low – performing leaders is a tendency to respond negatively to criticism.

They think that criticism is failure but in fact they are unable to realize that criticism is a mean for improvement.

Intimidating others

Often employees who come to new roles as leaders are convinced of their brilliance and rise in the organization, they can be intimidating to others around them.

Jumping to conclusions

Leaders in order to score a quick win jumps into implementation too quickly without making proper plan.

Micromanaging direct reportsLeaders new to their role often make the

mistake of meddling in work they should trust others to do.

Unwillingness to get direct reports with respect to the vision and mission of the organization.

Afraid that the decision of others my not comply with the vision and mission of the organization.

Results in micromanagement.

The Remedy

Breaking the paradox.

How can the transitioning leaders the quick win paradox. ?

Collective quick win approach.

Add meaning fully to the success of the business.

Cont’Two tests for identification of collective quick win.• Can key member of the team see their finger

prints on the outcome.?• Would they sight their contribution wit pride.?

Diagnostic tool to help identify the opportunities.

Leaders enthusiasm may be match with team wariness.

Leaders are required to build teams and develop peoples.

Importance of collective win

Consequences of collective wins are far reaching.

Traps avoided performed 2-3% higher

With team building and people development perform 60% higher

Cont’

Increase credibility of new leader.

Measure of success is not the size but the wisdom acquired.

Organization that appreciate collective quick win make it the corner stone of leadership training.

END