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Leadership: Why has ‘Command and Control’ Become Passe?

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Empowerment
Leadership: Why has ‘Command and Control’ Become Passe?

Pilot in Command

One thing seemingly consistent in much of today’s leadership articles and groups is that ‘command & control’ has become outdated as popular descriptors of good leadership. In its place are many other descriptors of good leadership including, empathetic, sympathetic, understanding, in-touch, humble, etc. And while all of these descriptors are important for the effective leader, there still is this flight away from using either ‘command’ or ‘control’ as a descriptor. In many ways, it seems that a leader cannot and should not be commanding or controlling. Perhaps this is reflective of an increasingly politically correct environment where such words can evoke negative connotations.

Yet, a good leader must have elements of ‘command and control’ to be truly effective. Let’s consider someone put in a leadership position (which does not automatically make them a leader). Is this person in command of themselves? Are they in control of their emotions, the way they talk and act, the way they react to stress and/or change and the way they present themselves to their managers, colleagues and reports? Is this person the Pilot in Command of their own selves? Can one truly be an effective leader of others without being able to effectively lead themselves?

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We’re Number One (or are we?)

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Empowerment
We’re Number One (or are we?)

Number 1

What is wrong with being Number 1? Numero Uno? The best?

If you or your organization is truly the best at what is being claimed, there is nothing wrong with being proud about this singular achievement. Likewise, there is also nothing wrong with being confident in one’s own or their team’s / organization’s ability to achieve a particular result PROVIDED that it is rooted in reality.

The problem is when the claim is not rooted in reality. After all, ‘best’ and ‘#1’ are absolutes. And despite the myriad claims by many, there can only be one that occupies this exalted ground. Yet, there are many that make this claim.

Over-confidence is yet another bias which prevents us from improving, implementing meaningful change and being better leaders. This bias is called illusory superiority bias – the statistically improbable belief of being above average.

Read the Full article HERE

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