Jim Bohn – Deep Dive Episode

Potential Blind Spots of Leaders

 

JBIn this episode of Impact Teams Radio, Tony interviews a special guest Jim Bohn, Principal at ProAxios. Jim has been in the corporate world for over 40 years in different capacities and different leadership roles. Jim is a “blue collar scholar” who loves working with people and teams and specializes in energizing teams to build strong performances.

In this episode, Jim and Tony will do a deep dive on the potential blind spots of leaders. The interview stresses the point that a leader must teach his or her follower what they need to know and not what the leader knows.  This is a very common mistake, Jim points out, as most leaders assume that everybody knows what they are talking about. Jim also points out that leaders tend to create a world into their own image. They try to replicate everything that they know and are comfortable within their past successes to their current team or group. The risk that it brings is that the leader may be dead wrong or if the leader’s intent is maintaining something that he or she thinks is true and fails to listen to the team members, then the result will be absolute failure.

Another common blind spot that leaders have is that they tend to send conflicting signals. Even leaders tend to give instructions on one instance and give a different one the next time. Jim says this can mess up the motivation of the team members. Jim also points out that leaders must stick to a specific thing to get the work done. Most people don’t stick to a method long enough to induce change. To get something to become part of the organization takes deliberate and determined effort over a long time. Listen to this week’s episode to learn more about the common blind spots of leaders and how to avoid or remedy them.

 

Jim’s Articles

The priceless value of leadership humor

Overcoming OADD: Organizational Attention Deficit Disorder

The mythology of ‘soft skills’.

Jim’s Album:

These Walls Tell A Story

jimbohn2

Recommended Book:

loe

 

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