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W W W. M A I N E B I Z . B I Z 19 A P R I L 1 8 , 2 0 1 6 A successful leader of a large orga- nization that I met with recently remarked during our fi rst interview, "Doug, I don't spend much time second-guessing myself." He was agitated throughout the interview and seemed reluctant to answer any meaningful questions. I fi nally broke through the barriers a bit by asking, "What's impossible to put on your calendar, but if you could, would make you happier?" "I would like to take one week off each month, but of course, that's impos- sible," he replied. I could feel his resent- ment. He felt he had to keep trudging on with his responsibilities and that no one else could do what he does. is particular leader likely fell victim to one or more of the fi ve temptations of successful leaders — as identifi ed by Patrick Lencioni in his book " e Five Temptations of a CEO." Leaders that get caught in this trap can fi nd themselves in a posi- tion where they are no longer open to challenging their own beliefs and thus stop progressing towards greater suc- cess and satisfaction. ¡ Choosing invulnerability over trust: Successful leaders sometimes shut out the world and don't trust others. ey do not hear what they need to hear. e better approach is to enable your own vulnerability on a regular basis — it's a sign of strength, not a weakness. Consider working with a coach or peer group on regular basis to discuss simi- lar experiences. is will help you become more open to receiving candid feedback and to taking that feedback seriously. ¡ Choosing harmony over pro- ductive confl ict: Many leaders want to be liked by their teams, who they might spend so much time with that the team feels like family. But if relationships get too personal, you may let issues slide or agree too quickly with the loud- est person in the room. Be sure to include diverse views in your discussions or even ask for volun- teers to take opposing views. Also honor all brainstorming rules: at the beginning of a discussion, no idea is a bad one. Often the break- through idea seems a bit wild or impossible at fi rst. ¡ Choosing certainty over clarity: Don't become risk-averse by drag- ging out decisions to the point where the business misses an opportu- nity or fails to correct a problem in time. Learn to be nimble so you can increase the speed-of-change cycle. A good plan well executed is better than a perfect plan executed too late. ¡ Choosing status over results: Don't take credit for everything — great leaders make their employees the stars of the business. Proactively facilitate improvement ideas and show appreciation for those ideas. Also remain humble and be hon- ored to work with your team. ¡ Choosing popularity over accountability: Avoiding confl icts and negative feedback will hurt you in the long run. If you don't give constructive feedback or water down the feedback you do give, negative behaviors will continue. Also be sure to not favor your friends in the busi- ness over others. Treat all your direct reports equally when it comes to things like lunches and fun activities outside the workplace. ¡ Creating a "to be" list: e great leaders I know second-guess them- selves on a regular, planned schedule. A way to facilitate the process — and to avoid the temptations of suc- cess at the same time — is to receive formal feedback and show apprecia- tion for it. Let the feedback settle in and consider it seriously. Don't react too quickly to constructive criticisms. Also tell your team exactly what you will do in reaction to their feedback, ask them to observe the changes and then keep repeating the process. As you attempt to avoid the tempta- tions of success, remember, we all make mistakes. Address them as soon as you can with all involved and encour- age them to do the same by setting an example (rather than telling them). In addition to working your "To Do" list, striving to achieve your "To Be" list will lead you to greater business success and leadership delight! D P, owner and CEO of Renais sance Executive Forums (Maine and New Hampshire) and Doug Packard Consulting in Portland, can be reached at DP @ D P C . At AAA Energy Service, we understand how important it is to have reliable and cost eective HVAC & R systems that keep your equipment at peak performance, and your customers and employees comfortable. To learn more call 207.883.1473 or email info@aaaenergy.com AAAENERGY.COM Building eciency It's what we do HEATING AIR CONDITIONING REFRIGERATION MAINTENANCE DESIGN/BUILD Maine's leading SBA 504 lender for 12-years running When you go to your Bank for new equipment or real estate financing, be sure to ask about the SBA 504 loan program, and ask about Granite State Development Corp. www.granitestatedev.com Jim Maxwell jmaxwell@mainefinancial.com | 207-646-5988 Paul Collins pcollins@granitestatedev.com | 207-773-5988 • Fastest approval • Lowest fees • Most experience Avoid the 5 temptations of success H OW TO B Y D O U G P A C K A R D

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