How can you overcome common leadership myths?

5 myths about great sales people Myth – They’re pushy, cocky. Fact – While 80% of your salesforce are extroverts, your top ones are empathetic, soft spoken, creative & great listeners who speak last. Myth – They’re organized & punctual Fact – They’re strategic procrastinators who’re often in snooze mode , gathering insights & sharpening a strategy rather than chasing marks for discipline Myth – They’re first movers Fact – The best sales folks are improvers, never pioneers. Myth - They’re Conscientious , perfect & confident Fact – The best sales people never hide their vulnerabilities, but use them to their advantage. Myth – They are only commission driven Fact – They are in the game for the adrenaline rush. Money is a by-product.

Overcome common leadership myths by challenging assumptions through self-awareness and education. Emphasize that leadership is about influence and collaboration, not just authority. Promote a culture of continuous learning and adaptability, and lead by example to demonstrate that effective leadership involves listening, empathy, and shared vision. Encourage feedback and growth to debunk outdated stereotypes.

A lideran?a é formada por um conjunto de habilidades que podem ser desenvolvidas, como empatia, comunica??o, inteligência emocional e resiliência. Algumas pessoas já possuem talentos que podem contribuir com a gest?o de pessoas, mas afirmar que apenas quem possui essas aptid?es naturais será um bom líder é um mito.

Haz personas con capacidades innatas (empatía, carisma, determinación, etc) que les ayudan a poder ser buenos líderes . No obstante, por mi experiencia, los mejores líderes son aquellos que invierten más tiempo en formarse, se rodean de buenos mentores y coaches, y sobretodo se esfuerzan por crecer y hacer crecer a los que les rodean.

En mi experiencia cada día es menos común que la gente espere que su líder lo sepa todo. Creo que este es un momento para los líderes humanos. Esos tienen muy buena aceptación especialmente por las generaciones nuevas. Lo que sí me parece importante es entender que para construir autoridad los líderes deben mostrarse idóneos y saber del área a la que se dedican. Y mantenerse actualizados; capacitarse. Eso me parece fundamental porque tiene que ver con cuán confiables resultan a los demás. Lo que me parece interesante de parte de los líderes hacia las personas de su ecosistema especialmente los empleados bajo su cargo (aunque no exclusivamente) es la disponibilidad. Estar disponibles para remover obstáculos o para buscar las soluciones.

Los líderes no tienen todas las respuestas, pero saben rodearse de equipo interno y externo (con conocimientos que el líder no tiene) y formularles las preguntas adecuadas.

Leaders don't have all the answers. They either know the best persons in their teams who will get those answers or they have a good network to get those answers or are willing to explore with the team members to the best answers.

This is impossible in today's volatile, uncertain, complex, and ambiguous world. Furthermore, the pace of change is far too great for any one individual to keep up with all they need to know. Smart leaders, especially those who embrace vulnerability, understand this. They surround themselves with skilled people, don't feel as if they have to be the smartest person in the room, they admit when they are struggling with a way ahead, they seek input, the empower whenever possible, and they underwrite well-intentioned failure. They demand learning, and then they move on. These are all the hallmarks of a vulnerable leader, and they are the most effective ways to lead today.

Great leaders understand that they do not have to have all the answers. In fact, they recognise the power of tapping into the collective knowledge and expertise of their team members. They are not threatened by the intelligence and skills of those around them, but rather they embrace and leverage it to make more informed decisions. A truly effective leader is not afraid to admit when they don't have all the answers, saying "I don't know" when necessary, and valuing the opportunity to learn and grow alongside their team.

Infusing confidence and being Charismatic is an outcome of authentic leadership, the actions of a leader which demonstrate a strong Say-do ratio, being humble & empathetic, creating a safe environment, developing talent & successors, celebrating people, taking tough decisions and blame on the chest. Besides the soft skills delivering to commitments made to the business through innovative and disruptive actions, preserving the Brand from harm by being high on integrity and being a customer advocate are some traits that paint a picture of a charismatic leader!

Más que confiados, los buenos líderes generan confianza y tienen un carisma auténtico. Los mejores líderes que he conocido basaban su carisma en sus mejores virtudes.

No siempre los buenos líderes son confiados. De hecho muchas veces tienen en cuenta a su intuición que les hace ser precavidos. Respecto al carisma, su importancia depende de si se basa en algo sólido (capacidad estratégica, compromiso real, preocupación honesta por el equipo, etc) o es algo más vacío de contenido.

O te rodeas de talento y delegas o acabarás siendo un "líder embudo" donde serás una barrera para el crecimiento de la organización. Cuánto más talento tengas y más comprometido esté, menos deberás controlar (que entre tu y yo, es poco enriquecedor).

Reality: Effective leadership is more about empowerment than control. Leaders who empower their teams foster innovation, engagement, and a sense of ownership. Action: Delegate responsibilities to team members, provide the necessary resources and support and trust them to complete their tasks. Encourage autonomy while being available for guidance and support.

Los grandes líderes siempre se hacen últimos responsables, no obstante consiguen que sus equipo se comprometa y por tanto se haga suyo el objetivo y lo que comporta. Si tienes que estar constantemente controlando a tu equipo, en algo estás fallando.

Los lideres empresariales tienen generalmente un rol de liderazgo y uno de gestión. Es decir, deben garantizar que los resultados se cumplan. Esto deriva en una función de control que deben ejercitar. Hacer seguimiento; follow up de los temas y constatar que los desempe?os estén en el nivel esperado. Eso no es lo mismo que el compromiso a controlar. Esto último deriva que la falta de confianza y por supuesto es tremendamente nocivo para el desempe?o de las personas. La responsabilidad por las decisiones es cierta pero un líder que participa al equipo en el proceso de diagnostico del problema y en la búsqueda de la solución es un líder que está transmitiendo algo mucho más importante que la decisión final y es el criterio con el que piensa.

True leadership is about guiding and supporting others to achieve common goals, not about wielding power or micromanaging. I am a huge fan of embracing servant leadership, which focuses on the growth and well-being of people and the communities to which they belong.

Los buenos líderes se adaptan dependiendo de la situación, especialmente saben adaptarse según las necesidades de las personas de su equipo. Si te interesa este tema, te recomiendo buscar información sobre Situational Leadership (Blanchard y Hersey)

Pocas cosas hay que impacten más a los miembros de un equipo que verse sorprendidos positivamente por su líder cuando la situación lo requiere. En un mundo tan cambiante como el actual, la innovación es fundamental. ?Cómo va a ser una empresa innovadora si su líder permanece invariable?

Los buenos líderes no actúan igual en todas las situaciones. A veces deben ser muy exigentes y a veces deben ser muy empáticos. Lo que sí deben intentar ser siempre frente a sus equipos es predecibles a nivel humano.

Effective leadership requires adaptability and situational awareness. Leaders who excel in one context may struggle in another. Situational factors, such as organizational culture, team dynamics, and external pressures, influence leadership effectiveness. Introduce leaders to the situational leadership model, which emphasizes matching leadership styles to the readiness level of followers and the demands of the situation. Encourage leaders to engage in continuous learning and reflection. By reflecting on past experiences and seeking feedback, leaders can identify patterns, strengths, and areas for improvement, enhancing their ability to adapt to various situations.

Gosto de pensar que a lideran?a é como um remédio ela vem para corrigir alguma deficiência. Em um mundo ideal, a equipe faria a auto-gest?o sem a necessidade de apoio. No entanto, assim como um remédio, a lideran?a tem um papel fundamental em suprir algo que está faltando na equipe. Por isso, acredito que a lideran?a deve estar alinhada ao momento da empresa, e, em algumas situa??es, é necessário realizar trocas, pois os problemas s?o diferentes. Um remédio para dor de cabe?a n?o resolve uma dor de barriga. Nosso desafio na posi??o de lideran?a é desenvolver a flexibilidade para tratar o maior número de problemas e adaptar-se às necessidades do momento, sem perder nossa essência.

This myth is not only misleading but also detrimental to the ongoing success of leaders and their teams.Leadership is not a static quality but a set of skills and competencies that must be continually refined and expanded.Leaders are role models. Their commitment to development sets a powerful example for their teams, promoting a culture of learning.

El impacto del líder (para bien o para mal) es enorme en el equipo (que es quien acaba implementando la estrategia). Un buen líder debe formarse de manera regular, y actualmente una de las prioridades debería ser formarse en habilidades de liderazgo híbrido.

Se isso fosse verdade, Cristiano Ronaldo e Messi n?o precisariam treinar. Quando na verdade, o que vemos é exatamente o oposto. Quanto mais no topo, mais eles treinam. Para mim, a mesma lógica vale para os líderes. Quanto mais alto você estiver na hierarquia, mais treinametno de ponta você vai precisar. Um abra?o e vamooooooooo ????????

Si no necesitan capacitación entonces esos no son líderes. Son #jefecitos que levantan la mano cuando llaman a los líderes. Los líderes de verdad están a cargo de su formación pero no solo para dar la talla o para mostrarse pro sino porque de verdad son curiosos y sienten que necesitan renovarse. El desarrollo más interesante un líder lo tiene en el día a día. Cuando tiene que darle feedback a una persona; cuando interviene en un conflicto; cuando no sabe qué hacer pero aún así debe concluir algo. Ahí se desarrolla. Lo demás es buscar herramientas y esas herramientas le darán tranquilidad porque le permitirán entender lo que hace. El liderazgo es cien por ciento actitud y es desafiante formar en actitudes. Por eso yo les hablo al corazón.

Even the most accomplished leaders can benefit from ongoing training and development initiatives. Leadership skills require constant refinement and honing. Investing in leadership development programs not only enhances individual performance but also drives organizational growth and success. Leaders committed to lifelong learning are better equipped to navigate complex challenges and inspire their teams to achieve greatness.

My favorite thing to keep in mind is that leadership is a behavior and not a title (at least that is how I view it). There are plenty of people with fancy title with the word leader etc., but they do not always have behaviors that match. A few things to remember, everyone is equal and should be treated this way...no one is greater or less than anyone else. Work on your communication skills - practice listening and asking rather than just telling. Get your body language right, be open and welcoming. Above all...be kind to others, it goes a long way to being seen as a leader.

Leadership is often surrounded by myths that can hinder individuals from reaching their full potential. By debunking these misconceptions, aspiring leaders can pave the way for personal and professional growth. Here are a few common leadership myths and how to overcome them: 1. Myth: Leaders are born, not made. Reality: Leadership is learned through experience and development. 2. Myth: Leaders have all the answers. Reality: Effective leaders value input and collaboration. 3. Myth: Leadership requires charisma. Reality: Authenticity and integrity are more important than charm. 4. Myth: Leaders must control everything. Reality: Empowering others fosters creativity and innovation.

To overcome common leadership myths, I believe, it's crucial to recognize that leadership isn't one-size-fits-all. Embrace the idea that your approach to leadership is unique, influenced by your personality and experiences. Rather than conforming to generic notions of leadership, focus on discovering your authentic style. Perhaps you excel in empathizing with your team, while others thrive on tough love. Both approaches have validity depending on context. By embracing your individuality and tailoring your leadership to your strengths and values, I am sure, you can dispel myths and lead with authenticity and effectiveness.

MYTH & WAYS TO OVERCOME 1. “Leaders are born, not made.” It’s true that some people are just natural born leaders, but the fact is utmost people develop their leadership competencies by learning, observing & growing. 2. "Leaders are always on the move." There is a misconception that leaders are must be" on "24/7/365. The verity is that everyone, anyhow of the leadership position, needs a break from work. 3. "Leadership is synonymous with management." There are some nicely significant distinctions between these two, such as Leaders produce a vision; managers establish pretensions. Managers maintain the status quo, while leaders are agents of change.

Si quieres ser un gran líder, no olvides cuidarte para ser capaz de dar tu mejor versión. Me duele ver algunos casos de líderes con altos niveles de estrés, que aún y ser buenas personas, no son percibidos como tales. No dejes que el Burnout te impida ser el buen líder que eres capaz de ser.