Leadership – Lead-Wise

Tag: Leadership

Are We Really Learning From Others’ Mistakes or Just Having Fun With Them?

It is amazing and sad to see how much mileage social media posts are getting from discussing and commenting about other people’s mistakes or failures. Sadly, more people seem to be interested in those types of posts more, even on LinkedIn (perhaps related to our natural human interest in listening to stories and gossips).

Within a few days, a photo of two corporate leaders from a relatively unknown company in a Cold Play concert in the U.S. reached all corners of the world on all types of social media and were shared multiple times (still keeps appearing in feeds, tiring). This is not about justifying or supporting anyone’s actions but sharing a sincere concern/observation about how we celebrate someone else’s personal mistakes with high interest and energy. Envy may also be in play.

While it would have been pertinent to discuss the organisational aspects on professional networks, like critical conflict of interest, confidentiality impact, role of power dynamics in relationships, leadership trust erosion, flow of information, culture impact, role of the board, how organisations could manage such scenarios effectively (any one of them could have been more valuable discussions professionally), very few posts seemed to do that.

Public figures understandably get a lot more limelight, interest and accountability as they get voted to power by the public based on the promises and images they highlight. Leaders in any organisation as well are always under the spotlight because of the power they hold (smaller companies as well become case studies quickly). Perhaps, public organisations get increased focus for good reason, they are using public money. Leaders in positions of power everywhere tend to have a higher bar of expectations and role modelling. Expectations of privacy are limited. This is important awareness for leaders everywhere. At the same time, leaders are also human beings with emotions. Mistakes and errors in judgment can happen.

Do we also have a tendency to jump to conclusions and make judgments very fast in our current world?
Do we tend to celebrate other’s failures, while being reluctant to analyse our own and focus on becoming better human beings?

It’s also worthwhile to remember what Jesus Christ famously said, “The sinless one among you, go first: Throw the stone.”

Image Source: Pixabay; CDD20

Tough Vs. Strong/Human-Centric Leadership

July 2, 2025 / Tojo Eapen / 0 Comments

A recent MIT Sloan Management Review article, titled ‘Five Leadership Lessons for ‘Tough’ CEOs’, seems to be making a differentiation between tough and strong/human-centric leaders. It holds valuable reminders in the current environment, where backward steps seem to be taken frequently.

Selected notes from the article:

* Pre-pandemic, research had built compelling cases for human-centric leadership. This data was reinforced during the crisis as many businesses survived despite dire circumstances. Today, we’re seeing central corporate command try to reassert control to reinstitute old norms.
* Tough-talking leaders often fail to appreciate that reliability – the foundation of trust – is what builds results.
* Tough CEOs don’t recognize the value of human-centered leaders who tap into their emotional intelligence as much as their intellectual intelligence to deepen relationships in all the ways that improve workers’ performance.

Five Lessons for Tough Talkers From Strong Leaders
1. Tough leaders mistakenly think empathizing means giving in, but it doesn’t. Human-centered leaders empathize to better communicate and collaborate. Empathizing means connecting with what others are thinking and feeling. It’s the skill that cultivates safe spaces for creativity, builds strong team alliances, and gets to clarity on issues.
2. Human-centric leaders aren’t soft about employees’ performance. They don’t ask for less. Instead, they set clear goals and priorities. They monitor progress at the team and individual levels. And they align work with employees’ identified strengths and skills. Human-centered leaders check in regularly with team members to coach them and course-correct as circumstances evolve. They cultivate the fundamentals for exceptional performance, including a sense of belonging, by emphasizing outcomes.
3. Tough-talking leaders often fail to appreciate that reliability – the foundation of trust – is what builds results. A study conducted by i4cp found that organizations where people trusted their leaders were 11 times more likely to be high performers.
4. Strong leaders recognize that one size does not fit all. Each team’s purpose and realities are adjusted for and can be modified when business conditions and the needs of both the company and team members change.
5. Even in our fast-changing world, tough-talking leaders won’t admit to ever being wrong – despite unprecedented uncertainties. Evidence from Berkeley Haas professor Jennifer Chatman shows that such leaders cause long-lasting damage to organizations through reduced collaboration and integrity.

Challenging the tough-leader persona is essential for managing talent through volatility and ambiguity. Leaders need to nurture a sense of belonging to support strong performance.

Source: Five Leadership Lessons for ‘Tough’ CEOs; Brian Elliott and Sophie Wade; June 16, 2025; MIT Sloan Management Review

Emotional Maturity In Leaders

January 22, 2025 / Tojo Eapen / 0 Comments

There is a 2011 HBR article with the title, “We Need More Mature Leaders”.

It definitely seems to feel that way while seeing many news articles and discussions nowadays.

While we can say a lot about mature leaders, how do we observe immature leaders/leadership? Here are some notes from “Understanding Leadership Maturity (John Mattone Blog, July 2024)”. The list is not comprehensive, there are surely many more. This also indicates where getting leadership coaching early could be helpful.
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“Recognizing the signs of immature leadership is crucial for addressing and correcting these behaviors before they lead to significant negative outcomes.

Immature leaders are often emotionally reactive and have poor interpersonal skills, which can harm their teams and organizations.

If a leader does not possess maturity, the below signs may show:
* The impression that they simply do not care about the opinions or feedback of other colleagues.
* Refusal to listen to others and remaining stuck in their own ways.
* Constantly interrupting others without allowing them to speak about new ideas or feedback.
* Leaning on emotions, rather than facts, during challenges or obstacles within the workplace.
* Not paying attention to how they come off to others and how this impacts them.
* Using unclear messaging and communication creates confusion within the workplace, which could lead to conflict and mistakes.”
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Some leaders don’t realise they need help and drive ahead, blissfully unaware. Others know but don’t care or use excuses, regarding why they can’t change but are still great/successful (while their teams suffer). There is much hope for the category of leaders (and their organisations) who are self-aware, identify the leadership behavioural gaps within themselves and work on getting better.

What Does It Mean – To Be An Effective Leader?

August 12, 2017 / Tojo Eapen / 0 Comments

Many current and aspiring leaders across the world grapple with a basic question:
What areas of competencies are needed to become an effective leader?

My first podcast focuses on the required awareness of fundamental leadership capabilities and the four competency areas for leadership success in any environment.