Introspective: New Leadership Pitfalls and countering techniques

When a new leadership takes over the current leadership, makes progressive changes, with or without understanding the current circumstances, what was working, will continue to work, only as long as the team perspires and accepts new tactics, but in combination of older and more stable strategies of functioning.

Why will the new leadership fail?
• Lack of observation on the leadership to nurture core skills
• Lack of observation of core result producing functional aspects
• Indignation towards stable functions (if its old and everyone is doing it, then something is wrong with it, simply because everyone is following it and the contrary, if its old and working, then it should continue to work, requires key functional observation to justify stand)
• Over focus on miniscule obstacles, while ignoring the core burning & functional issues or
• In ability to address key areas and focusing on meager functional aspects that does not provide realistic benefits

Aspects that goes on to support failure:
• Top management acting, anticipating failure and having back up plans to nullify, in the event of failure. This will in turn increase the cost of implementation, increasing production loss or stressing the profit growth, generating indirect losses
• Business programs constructed to support weaker and more under developed mode of operation which lacks fundamental understanding on strategic grounds
• Promotion of blind, aggressive tactics to yield results while, slow and methodical approaches getting ignored or shelved
• Distress and division in team environment, causing divide, mistrust and imbibing favoritism of more appeasing or productive team members
• Limiting room for exploration, study of processes and definition on service grounds, focusing solely on packaged, default mode executions

Countering Measures
• Simplification standards, approaches to decrease stress, improve focus by tapping in to the core interest and expert areas team members
• Assimilating information on problem areas, identifying new opportunities and researching for better techniques, alternatives that builds team based operations, rather than segregation
• Focused, shared approach, propagated in Enterprise 2.0 strategies (shared knowledge sharing, team driven operations)
• Solutions focused on core areas of operations with pitfalls and dynamic mapping of implementation versus effectives of the implementation i.e. metrics definition