You’re an Executive Management professional. What are the most common mistakes you’re making?

In a fast changing world, You need customer feedback and internal feedback process to succeed as a executive. Being out of touch with your customers' needs and feedback can lead to a decline in customer satisfaction and loyalty. Regularly soliciting and acting on customer feedback is essential for continuous improvement and innovation. Without feedback, executives may remain unaware of their blind spots or areas needing improvement and leading to repeated mistakes, ineffective leadership practices, and a disconnect with employees and partners. Employees who feel their opinions and feedback are not valued or heard are likely to disengage and can manifest as lower productivity, reduced quality of work, and higher turnover rates.

Neglecting feedback is a critical mistake by executive managers. Feedback fuels learning, improvement, and alignment. Make it a regular, constructive part of your communication to uncover strengths, weaknesses, and support your team's growth. #LeadershipTips #FeedbackCulture #TeamDevelopment

Los errores comunes en la Dirección Ejecutiva incluyen falta de comunicación, resistencia al cambio, sobrecarga por falta de delegación, descuido del desarrollo del equipo, falta de planificación a largo plazo, ignorar la retroalimentación y descuido del bienestar personal. Corregir estos errores es crucial para mejorar el desempe?o y alcanzar el éxito en roles ejecutivos.

As an executive management professional, some common mistakes I might be making include micromanaging my team instead of empowering them to make decisions, failing to communicate effectively with stakeholders, neglecting to adapt to changing market dynamics or technological advancements, and not fostering a culture of innovation and continuous improvement within the organization. Additionally, I might be overly focused on short-term results at the expense of long-term strategic goals, or I might overlook the importance of prioritizing work-life balance and employee well-being, which can lead to burnout and decreased productivity among team members.

Feedback is a very powerful tool that allows the results of previous experiences to be considered in current choices, so that the system, the person, the organization can better adapt to situations and find their own balance. Learning from what happened and becoming aware of the changing context. By changing behavior appropriately, dynamically. It is a regulatory mechanism. For this reason, people are encouraged to convey their experience by sharing their point of view on what they have discovered. In the relationship, it facilitates the process of mutual understanding and active participation.

When executives try to handle too many tasks themselves, they often become the bottleneck in the workflow. Projects and decisions can be delayed because they are waiting on the executive's input or approval, slowing down overall productivity and responsiveness to market changes.Diverse teams bring a range of perspectives and ideas to the table. By not delegating, executives miss out on the creative solutions and innovations that employees can provide when given the chance to take ownership of projects and initiatives.

Conocer las habilidades y experiencia de los miembros del equipo permite a los líderes ejecutivos asignar tareas de manera estratégica y eficiente. Al comprender las fortalezas individuales de cada miembro del equipo, los líderes pueden tomar decisiones informadas sobre quién es la persona más adecuada para una tarea específica. Esto no solo garantiza que se asignen las responsabilidades de manera efectiva, sino que también aumenta las posibilidades de éxito en la ejecución de esas tareas.

Con el tema de delegar se pueden cometer el error al no delegar, que es cuando queremos hacer todo nosotros mismos y también delegando a las personas incorrectas. Otro error muy común es solo tener confianza en un solo colaborador y terminando delegando en este todos las tareas y como resultado tenemos un colaborador muy agotado.

Lack of vision is a common and extremely limiting mistake that executive managers make. Vision is essential for guiding the organisation towards long-term goals and inspiring the team. Without it, focus can get lost in the daily details and immediate results, jeopardising motivation and alignment. Developing and communicating a clear vision is fundamental. It is necessary to explain the purpose, values and impact of the work, involving the team in the process. Sharing and celebrating milestones strengthens commitment to the vision and drives organisational success.

Three perspectives to consider here…(1) communicating and being visible reinforces that you are focused and seeking / achieving accomplishment, (2) not every staff member needs the same communication, and (3) be sure communication is two-way; encourage everyone to participate - you might be amazed at the ideas that occur from being inclusive with communication.

You might get so busy with your daily chores that you forget to prioritize communication. Poor and unclear communication will lead to misunderstandings and even affect the quality of work. So be prompt, clear doubts that might arise and provide information whenever needed the most.

Creating a disconnect between the stated objectives and the practical implementation of actions. Poorly communicating successes or vague articulation of the vision is also a leading cause of employee disengagement.

which one do you do? - treat others like the way you want to be treated, or treat others like they need to be treated. The later is the way to go. I hate to break it to you, lots of what you say fly over people's head. I have 25yrs of practice on that one. Don't be that leader! People's attention, and needs are different, you communications must address all types. You have folks who loves data, you have folks who loves models, you have folks who loves stories, you have impatient, and patient folks... my tip: Start strong, start with the point you want to make, then elaborate, not the other way around.

Management is a contact sport Understand who you are communicating with. Put your message in the language they will understand and in a context that is important to them

Doing all to provide for our people, company and customers is our core, natural mode. And it’s required for us to operate at our peak. What’s often missed is taking care of ourselves. Which ironically the better we take care of ourselves, the better we execute for others. It’s vital to block small segments of time to care for our mental, physical and emotional well being. Hobbies, coaching, counseling or connecting with nature is all needed. Short bursts have tremendous impact.

A very important point for me is to have targeted moments where I can switch off completely! Doing one thing at a time makes so many things easier! You can no longer have the feeling that you have to do everything...

Executives who do not stay informed about industry trends, emerging technologies, and shifts in consumer behavior may develop strategies that are out of touch with the current market reality. This misalignment can lead to missed opportunities and decreased competitiveness.

Your team, your company will only grow as fast as you. An exec/leader owes it to their team to invest in their own development for success. People will recommend books, talks etc. I do also. Remember that it's not how many books you read, but often it's more how many times did you read them. What do you take away from them, what do you decide to put in practice, and are you sticking to the new practice, or are you chasing the next big shinny object at the first opportunity.

I would love to add “The Isolated Tower” trap, in which executives get isolated from day-to day operations. Let’s admit it, “operations” are hectic, but I believe that executives should have a regular check on day-to-day operations. This will not only improve quality but also ensure the right “culture.”

To focus on achieveing ( Goals ) more than building (System).. As just achieveing goal doesn't guarantee sustainability. But building system does..

What is missing in this article is the appreciation of all employees. If there's one thing I learned last year, it's that appreciation is massively important! Thought is not shown. The team should be able to feel the appreciation.

Not understanding the true importance of inclusive leadership. The higher up we are in the organizational hierarchy, the more critical it becomes to recognize and value the diversity within our organization. While many tasks can be delegated, inclusivity is not one of them.

Separate the forest from the trees, or separate decision from execution. Making people decisions for example is always difficult. I see folks agonizing, over this type of decisions forever, and most of the time, it's because they are lost in all the details of the impact of the decision, it paralyses them. 1)Zoom out until it becomes obvious again why you are considering this decision. 2)put a non permanent solution in place that you are confident in, this will relax the stress level, because you know it's not the end all be all solution. 3)Go!