The effects of a leader’s personality on an organization’s culture have been long understood. But some personality flaws have a disproportionately negative impact on the quality and execution of strategic choices — in particular, where to focus, how to compete, and what to build (and discard).

• It might be excitement or fear that reduces their ability to self-regulate their reactions. Instead of thinking clearly, they default to habits influenced by deeper and well-reinforced “personality flaws” — or in some cases, leadership pathologies.
• These are far more than just annoyances, as they cast a large shadow across their organizations, contributing to failures in the design and execution of strategy.
• The authors have identified four personality flaws of leaders and their specific impacts on strategy.
• For each type, they set out mitigating actions leaders can take.

Here is some great insight from Ron Carucci. Ron is co-founder and managing partner at Navalent, working with CEOs and executives pursuing transformational change. He is the bestselling author of eight books, including To Be Honest and Rising to Power. Connect with him on Linked In at RonCarucci, and download his free “How Honest is My Team?” assessment.

That strategy execution is one of the greatest organizational challenges is nothing new. The causes of derailed strategies have been well chronicled — from not actually being strategies, to organization dysfunction and misalignment, to excessive internal focus.

But there’s (at least) one more stone to turn over in the hunt for answers, and it’s within the leader themselves.

The effects of a leader’s personality on an organization’s culture have been long understood. But we believe that some personality flaws have a disproportionately negative impact on the quality and execution of strategic choices — in particular, where to focus, how to compete, and what to build (and discard).

We find that just when leaders need to bring their “A game,” they get in their own way. It might be excitement or fear that reduces their ability to self-regulate their reactions. Instead of thinking clearly, they default to habits influenced by deeper and well-reinforced “personality flaws” — or in some cases, leadership pathologies. These are far more than just annoyances, as they cast a large shadow across their organizations, contributing to failures in the design and execution of strategy.

Based on our combined 60 years of experience, we’ve identified four personality flaws of leaders and their specific impacts on strategy. For each type, we set out mitigating actions leaders can take.

Read more here —> Every Leader Has Flaws. Don’t Let Yours Derail Your Strategy.