The Quick Wins

Paradox
By
Mark E. Van Buren
Todd Safferstone
Group Members:

Aimal Khan.
Waseem Ali Shah.
M. Bilal Shah.
Asif Zia.
Arbab Muhammad Bilal.
Idea in brief
New leaders know they must prove themselves
right out of the gate.

Two types of leaders.

High performing leaders.
Struggling leaders.

Quick win.
To impress their bosses, the leaders try to
attain quick wins; and in doing so, they fall in
traps.

These traps not only affect the performance of

these new leaders but also drive down the
performance of everyone around them.
The Traps

There are five traps, namely:

1.Focusing too heavily on the details.

2.Reacts negatively to criticism.
3.Intimidates others.
4.Jumps to hasty conclusions.
5.Micro manages direct reports.
Focusing too heavily on the
details
The most common behavior we found
associated with failure in a new leadership role
was a tendency to get bogged down in
minutiae.

Lack of focus on broader responsibilities.

Reacts negatively to criticism
The most common behavior among the low –
performing leaders is a tendency to respond
negatively to criticism.

They think that criticism is failure but in fact

they are unable to realize that criticism is a
mean for improvement.
Intimidating others

Often employees who come to new roles as

leaders are convinced of their brilliance and
rise in the organization, they can be
intimidating to others around them.
Jumping to conclusions

Leaders in order to score a quick win jumps

into implementation too quickly without
making proper plan.
Micromanaging direct reports
Leaders new to their role often make the mistake of
meddling in work they should trust others to do.

Unwillingness to get direct reports with respect to the

vision and mission of the organization.

Afraid that the decision of others my not comply with

the vision and mission of the organization.

Results in micromanagement.
The Remedy

Breaking the paradox.

 How can the transitioning leaders the quick win

paradox. ?

 Collective quick win approach.

 Add meaning fully to the success of the business.

Cont’
Two tests for identification of collective quick win.
• Can key member of the team see their finger prints on the
outcome.?
• Would they sight their contribution wit pride.?

Diagnostic tool to help identify the opportunities.

Leaders enthusiasm may be match with team wariness.

Leaders are required to build teams and develop peoples.

Importance of collective win
Consequences of collective wins are far
reaching.

Traps avoided performed 2-3% higher

With team building and people development

perform 60% higher
Cont’

Increase credibility of new leader.

Measure of success is not the size but the

wisdom acquired.

Organization that appreciate collective

quick win make it the corner stone of
leadership training.
END