Leaders tend to have the illusion that their Applies and value are determined only by their success, the control they exercise over others and the titles they earn. But they do not consider that these attachments can hinder their success as leaders. In this ever -changing world, rigid control does not determine true leadership; On the contrary, the courage to release, improvise and admit that reality can create real leadership. Find out how leaving these illusions can not only improve your leadership style, but also your team's development and well -being.

The illusion of control

Leaders are often caught in the illusion of control, thinking that they can control the results, guarantee success and prevent failure with only their determination. This type of thinking results in overload micromanization and a coercion of the creativity of the team members. True freedom and, in fact, the great leadership comes from the acceptance that life is dynamic and always changing than the attempt to control every part of an organization. A leader who realizes that control is temporary will be less likely to experience anxiety and more acceptable to change, innovation and creativity.

Take a CEO, for example, which finds it difficult to schedule work because they worry about losing control over the final product standard. An atmosphere where workers feel underestimated or limited may result from this link to the appearance of control. But when CEO admits that they cannot manage every detail they can Change their focus From trying to control any results to let their staff take responsibility, which not only facilitates the stress of the leader but also promotes an environment of responsibility and trust.

Connected: I let my ego turn me into a controlling leader. Here's how I recaptured myself and learned to leave it.

Relationship with success

Self-identification with External achievements is another trick that causes pain. Many leaders get a sense of value from their achievements, titles or admiration of other people. On the other hand, success is temporary. When leaders associate their identity with him, they expose themselves to disappointment when things go wrong or when there are inevitable obstacles.

Consider a project manager who is well liked by their organization and has run some successful projects. Any subsequent failure can lead to a crisis of trust if this person's self-worthy sense is based solely on these achievements. On the other hand, people can stay focused and strong when facing difficulties if they embrace a detached mentality, realizing how success and failure are transient. This detachment is not a sign of apathy, but rather of liberation from constant pressure to justify itself.

Letting it grow and develop

Growth also occurs when leaders are prepared to give up the positions and titles they hold. A manager can grow so in love with their title – for example, “founder” or director ” – that they lose the most appearance. They may reject the changes that may be useful to the company, perceive criticism as a challenge to their authority or feel afraid of ideas from subordinates. This capture forbids the leader from learning from improving and causing stagnation.

Effective leadership, therefore, is not about climbing placed in a role or image, but to be adaptable and open for transformation. For example, when a senior executive gets a backpack and allows new leaders to take responsibility for specific projects, they can see new views and methods they may have been lost. After all, allowing the need to be at the forefront can increase the influence of the leader and expand their perspective on the opportunities of the organization.

Acceptance of reality

An ongoing struggle with the truth is the inevitable outcome of capture in fraud. This pain often indicates itself as grillstress or disappointment in the context of leadership. Leaders who understand this can begin to relate to reality by admitting that things do not always result as planned, that people will sometimes fail, and that not every purpose will be achieved. Acceptance, on the other hand, does not mean inactivity; On the contrary, it means living in the present and face reality than to think willingly.

For example, a team leader who has a strong commitment to a particular approach can continue to promote it despite the indications that it is not effective. They fail to perceive the necessity to change the course because they are so invested in the success of the plan. A leader who accepts reality, on the other hand, would accept the circumstances, fix and require fresh access without personally feeling and depreciated by relocation in the direction.

Possible actions for leaders

1. Self-observation: Constantly included in the habit of objectively Monitoring your feelingsthoughts and behavior. This helps to recognize any illusion or attachment that you can keep.
2. Approve flexibility: Keep in mind that titles and responsibilities are instruments for service, not identities. Allow yourself to be more flexible and adaptive to change.
3. Transfer from Control to Impact: Make more efforts to influence the results than their control. Give your staff the freedom to establish and accept responsibility.
4. Repair success: Look at success as a process of development and learning rather than a final achievement. This way of thinking will allow you to stay open for new opportunities and distance yourself from strict goals.

Connected: The true difference between leadership and management, and why most people fight to make the grade

cONcluSiON

Leaders can overcome the restrictions and fear imposed by their connections by applying these principles in practice. When leaders completely embrace reality and emit illusions, they can have a genuine effect.