The Ten Myths

In High-Performance Executive Leadership, you will explore ten myths that were once accepted as workplace truths. Despite extensive research, these myths still exist.

Myth #1 The Illusion of Control

Myth #1 The Illusion of Control

Many leaders have this question: “If I am not controlling the situation, then what value am I adding to the organisation?” The answer is: More than you could possibly know. The good news is there is a logical reason why that answer is difficult to...

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Myth #2 Certainty

Myth #2 Certainty

We all need to feel safe and secure; security offers us a level of comfort. We may even perceive that we have certainty. But the reality is that we don’t. When we relentlessly seek certainty we’re not just missing out on opportunities, we’re also putting...

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Myth # 3 The Price of Trust

Myth # 3 The Price of Trust

“I’m Not Prepared To Trust Others Who Cannot Prove To Me That They Are Trustworthy First.” (Chapter 3) When you work in an organisation for several years, you become a specialist in your field. Over time you get to know how a segment of the organisation...

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Myth # 4 Structure to Support Sponteneity

Myth # 4 Structure to Support Sponteneity

“I Work Better In A Spontaneous Manner As Structure Around Me Suppresses My Potential” (Chapter 4) Having worked with clients who pride themselves on having a culture based on spontaneity, where they actively resist any framework as this stifles their...

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Myth # 5 Complexity and Sophistication Bias

Myth # 5 Complexity and Sophistication Bias

“I Believe Complex Problems Require A Complex Solution” Sophistication Bias occurs when leaders cannot see the simplicity of an organisation, as they have difficulty visualising any meaningful advantage associated with this. To most leaders, an organisation...

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Myth # 6 Busy Work

Myth # 6 Busy Work

“If I Don’t See My Team Working All The Time, I Question If They Are Delivering Value” (Chapter 6) Many leaders and senior executives feel the need to micromanage their teams. This form of management involves closely observing and controlling the work that...

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Myth # 7 The Single Point of Contact

Myth # 7 The Single Point of Contact

“I Need To Have A Single Point Of Contact Who Has The Ability To Resolve Any Issue Within Their Span Of Control” (Chapter 7) As leaders, we sometimes feel obligated to know everything. Therefore, we aim to be that single point of contact when managing...

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Myth # 8 Communicating the Vision

Myth # 8 Communicating the Vision

“I’m Able To Convey My Vision And Plan Clearly, But Often My Team Just Doesn’t Get It” (Chapter 8) I often find that executives and team leaders use a common saying when working on projects they understand but have difficulty explaining, this being “isn’t it...

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Myth #9 My Team is Fine

Myth #9 My Team is Fine

“My Team’s Performance Is Fine; It’s The Other Teams Who Need Performance Help” Not recognising that a team needs to change its behaviour is a belief that any leader can develop at any level of performance. This mindset typically appears because the leader...

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Myth #10 We Don’t Need Help

Myth #10 We Don’t Need Help

Rather than embracing a range of perspectives from sources outside of the business, a leader who plays the devil’s advocate takes the pessimistic approach, highlighting the faults and opposing new ideas. Playing devil’s advocate for a leader is a far easier...

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