The Six Deadly Blind­folds

Rotman Management Magazine - - QUESTIONS FOR -

1. Ar­ro­gance: An over­bear­ing dis­play of su­pe­ri­or­ity, self-im­por­tance and false pride.

2. Neg­a­tive feed­back not ac­knowl­edged here: The in­abil­ity to hear any­thing neg­a­tive about a project, the com­pany, or your­self; the in­abil­ity to con­front bru­tal facts be­cause it might get in the way of your agenda, dead­lines and rep­u­ta­tion.

3. Dis­miss­ing com­peti­tors’ suc­cesses: Re­fus­ing to ac­cept a com­peti­tor’s suc­cess as valid and down­play­ing a com­peti­tor’s strat­egy and prod­uct in­no­va­tions, usu­ally be­cause of your own past suc­cess.

4. We know what’s best for the cus­tomer: An in­abil­ity to have em­pa­thy for cus­tomer frus­tra­tions and needs, and a lack of in­quis­i­tive­ness to find out ways to bet­ter align to cus­tomers’ cur­rent and fu­ture desires.

5. Be­liev­ing prob­lems don’t ex­ist: Be­ing ei­ther com­pletely blind to or­ga­ni­za­tional and in­di­vid­ual prob­lems or dis­miss­ing them to pro­tect one­self and the com­pany.

6. Avoid­ing the un­avoid­able: See­ing the writ­ing on the wall, but as­sum­ing it will go away in mirac­u­lous ways, and life and busi­ness will even­tu­ally ‘re­turn to nor­mal’ with no change re­quired on our part.

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