By Dr. Suzanne Minarcine
Faculty Director, School of Business at American Public University
I’ve sometimes encountered people who I thought were really out to try to see how negative they could be, at least in the leadership category. However, bad leadership does not have to be the result of negative intentions; sometimes poor leadership is the result of a lack of forethought and understanding of the organization’s mission.
I recently encountered an example of bad leadership that was probably the result of too much enthusiasm and perhaps a premature appointment to a leadership position. It occurred at the monthly meeting of a car club—the first meeting after the induction of new officers. I’m afraid that the new president, whom we’ll call “Joe,” has set the club on the wrong path.
This particular car club is made up of a diverse group of people. Many are retired and about one fourth of the membership is enlisted in the Air Force. Some are professionals, but most are blue collar. The cars range from older to brand new, and some of the members enjoy racing.
The new president started the meeting by making a couple of decisions to improve the club; however, he had not discussed his decisions with other officers or the membership. His first decree was that the meeting day and time would vary from month to month, so that each month the club would meet on a different day of the week. Joe also announced, “We aren’t the Volkswagen club, so we’re also going to start meeting at nicer restaurants.”
The club has not yet felt the repercussions of these decisions, but the buzz after the meeting was that none of these ideas would work. Despite Joe’s good intentions, the majority of club members left the meeting unhappy.
Leaders need to carefully consider disruptive change and must have a plan for dealing with the consequences. Unilateral decisions are generally not the best approach, particularly when the choices are for an organization that is dependent on members to keep it going.
The new president—and any leader who needs to break the cycle of bad leadership—can turn this around, but it requires a systematic approach. Good intentions alone are not enough for good leadership.
The best approach starts with a good assessment. Leaders should take some time and get to know the people they are serving. What is their vision for the organization? What do they like? What do they dislike?
The next effort should be to develop a shared vision, based on the consensus of the group. A mutually understood vision becomes the foundation for leadership and decision making.
Good leaders must be great communicators, allowing constituents to share and be heard. These activities inspire trust. Change is more effective if an organization is led, rather than dictated.
About the Author
Dr. Suzanne Minarcine is faculty director for the School of Business at American Public University. She currently teaches strategic management and entrepreneurship courses.
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