Common Management Errors (125)
Cxxv) Avoid autopilot leadership focus

Having leadership on autopilot  means that you are assuming what worked in the past will work now and/or in the future; this can be a dangerous approach to take as there is no guarantee that the future will be like the past; if anything it will most likely be different
"...Leaders have their playbook of ideas, strategies, etc and pulling out that 'go to' approach when they feel it's needed, thinking as it worked in the past it will work again......they then get surprised when things don't go to plan..."
Michelle Gibbings, 2024e
This could help explain why
"...35% to 40% of senior hires fail within their first 18 months. The statistics are higher at lower level roles..."
Michelle Gibbings, 2024e
Furthermore, many new hires lack established working relationships with key stakeholders and lack a detailed understanding of how the organisation operates.
There is no one size fits all; it depends on the context:
"...decision-making approach that works well in one situation may not work in another..."
Michelle Gibbings, 2024e
For example, a start-up environment with its uncertainty needs creativity, rapid decision-making, etc. This is different to from an established organisation where processes, protocols, systems, routines, habits, etc are more firmly established and valued.
"...success requires you to assess the unique needs and challenges of the workplace and to adapt your leadership style accordingly. This requires a deep understanding of the organisation's culture, values, and goals, as well as the broader industry trends and market dynamics......market trends shift, new competitors emerge, and technological advancements redefine industries and organisations..."
Michelle Gibbings, 2024e
Thus leaders need to have a good knowledge and understanding of external factors, strategic factors and organisational factors; must be flexible in their approaches to handle the ever-changing situations.
"...need to be agile, able to pivot their strategies, and be willing to adapt how they lead. This might mean reevaluating organisational goals, restructuring teams, or investing in new technology. It also means being open to feedback and being willing to make tough decisions..."
Michelle Gibbings, 2024e
In addition to the technical or tangible challenges there are the human or intangible challenges; the latter being harder to resolve as they
"...require collaboration, new ways of thinking, a willingness to challenge assumptions and beliefs, and potentially the need to make significant and, even, radical changes......leaders never stop learning and adapting how they lead..."
Michelle Gibbings, 2024e