When how big the pride further stretches and the difference with the personality becomes bigger, the leaders gets significantly under pressure since they feel obliged to keep the overpriced vanity intact. Unless they escape that self-imposed condition, they have basically four possible choices to deal with the situation. One way is to become extremely competitive and try to over perform others constantly. The 2nd selection, when they can't match the aggressive velocity (and ultimately each of them do) is to talk in a undermining fashion about others and to ridicule the work of associates and competitors. A third alternative is to look for new idea's in Google, copy the ideas and then declare them to be their own. If this is not adequate, some of them unfortuitously begin to use means that can bring them in conflict with the legitimate authorities. It's like they become pride lovers, they'll do fictional everything to keep up appearances.
Still another indication of leaders with an overinflated vanity is that they start to crave for recognition. So long as they receive a lot of attention from peers, friends, workers, the media, and so forth, they think safe (for a while). It's thus which they have a tendency to repeat what exactly they did in the past or inform the exact same stories (e.g. jokes) over and over. Everytime they assume to get exactly the same sort of Pat Mazza responses because they ultimately acquired in the past.It is a significant challenge for every single chief to help keep the balance between their correct identity and their ego. Accomplishment makes which they receive applause, interest and actually admiration from others. To enjoy your accomplishment and at the same time frame resisting the temptation of establishing an over-inflated sense of self-importance is no simple task.
So far I did not discover the miraculous method that will explain why some leaders can hold their vanity in check and others can't. However everytime I caused leaders who have get a grip on over their pride, I could observe up to now there are two major parameters that enjoy an essential role. The foremost is which they kept start a minumum of one essential "feedback channel" that can give them with primary, honest and apparent feedback about themselves. It's the one who, if essential, can tell the best choice what he or she doesn't prefer to hear.
This person comes with the proper purposes and provides this feedback because he or she cares. Perhaps not rarely it's their spouse in life and/or an external instructor or mentor that provides them with this particular useful information. In comparison, all the occasions when I'm met with leaders with over-inflated ego's, they certainly were surrounded by people who told them what they desired to hear. Often it is basically because the first choice is now therefore daunting and defensive that people have ended giving him/her honest feedback.
