Reframing Your Leadership Development Challenges

What “Leadership Development Challenges” do you face?

Reviewing client interviews from 2009 to the present, entrepreneurial client-companies are no longer pre-occupied with big picture business issues (uncertain economy, evolving technology, increasing competition) to determine what to do next. Pervasive as those issues may be, these issues remained in the background of our small picture snapshots. What has evolved is a “reframing of leadership challenges.”

Nurturing emerging leaders to blossom, and the never-ending growth of mature leaders, is an organic business imperative.

Nurturing emerging leaders to blossom, and the never-ending growth of mature leaders, is an organic business imperative.


Fact is, small to middle market entrepreneurial companies remain the lifeblood of the USA economy, employing most of the workforce, and stimulating innovation, not big business. We’re not talking about “mom and pop” shops. These are 15 million to 600 million revenue companies.

Fact is, big business is too complex to sustain innovation. What does big business do when it wants, needs strategic and creative ideas? Acquire smaller, inventive, entrepreneurial companies.

We found agreement, confirmed by data, on a different set of issues, not big picture issues, 8 functional issues “leadership development challenges.” Three of the eight shown to be the primary drivers of leadership development initiatives:

  • Engage and retain the workforce.
  • Create leadership core competencies.
  • Develop emerging leaders.

There were five other leadership development initiatives worth noting:

  • Develop non-manager leadership.
  • Develop high-potentials.
  • Develop mid-manager leadership.
  • Manage change and innovation.
  • Develop team leadership skills.

Our client-organizations want frontline and middle managers, emerging leaders and sole contributors to achieve desired behavioral outcomes.

How much are you willing to invest?

Unfortunately, there are companies who refuse to invest in leadership development despite knowing their refusal dooms planned market expansion and value. It doesn’t make business sense, a business that wants to grow and yet is unwilling to invest in its sustained growth and profitability.

How much are you willing to commit?

Targeting desired behaviors is the first step in meeting a leadership development challenges. Step two is deciding how much time, money, and energy your company is ready, willing, and able to commit to learning initiatives.

Unfortunately, there are companies who allow leadership development to get lost in the organizational priorities shuffle which then gets lost in the business priorities shuffle. It’s a never-ending predicament.

These companies need to grow-up, and move forward into the mature business life cycle. The light of leadership development challenges is shining brightly on their faces, and they still can’t see it or even feel it. Too bad for them. Wouldn’t you agree?

That’s why more than 50% of the Inc. 500 companies fade away, and are replaced, each and every year!

So, have you begun reframing your leadership development challenges yet?

Abre Los OjosYour organization may benefit from this “more mindful, state-of-the-art approach to leadership development.” Meeting leadership development challenges begins by asking the right questions, concluding the right answers, and then taking the right actions.

Partner with Us.

  • Marc Ortiz de Candia, Managing Partner
  • Vitalia Consulting | The Enlightened Leadership Leader

Tango Lessons ~ Building and Sustaining Relationships

No matter how great a visionary leader you may be, you will always need others to fully execute your vision, your dream. It’s a fundamental axiom of business and of life. It takes 2:2 Tango (at least two) and it is a beautiful, intricate, intimate, and powerful dance.dreamstime_m_145488591.jpg

Here are a few free Tango Lessons.

One of the reasons we work in multi-disciplinary teams at Vitalia Consulting is because there is power in numbers and in diverse expertise. No Vitalia consultant, coach, facilitator, advisor or analyst, client services associate is ever left alone to deliver the message, ask the hard questions, or answer the hard questions. The lone exception are Executive Coaching Sessions which are strictly one-on-one private sessions.

As we work with our clients to solve complex business and organizational problems, a team of diverse minds (working together) discovers, uncovers the best solutions.  Partner with Us!

The power of multi-disciplinary teams is proven, especially when working with executive leaders and groups of professionals because no individual (regardless of status, charisma, influence, aura, or personal presence) resonates with everyone.

While building and sustaining relationships is key to business success, few people are effective at doing both. Believe it. Look at your client-customer retention rate. Look at the rising divorce rate. Look at how relationships come and go faster than the changing of seasons. So, when you find a relationship builder who can also sustain relationships, hold onto them like a lifeboat against the current.

Yeah! Yeah! Yeah! Most of us know “It Takes Two To Tango” is a truism, but how often do we actually practice it? Is it part of your personal/professional skill-set, mind-set?

Face it: Those self-obsessed with expressing only their own ideas just aren’t very good at building and sustaining relationships, find it hard to listen, fail to observe, and never learn to Tango.

Partnering requires learning to Tango. Collaboration requires learning to Tango. Networking requires learning to Tango. And not just learning a few basic steps (see Tangerine Tango blog).  You must become a World-Class Tango Dancer to Master the Art of the Deal, to make all the right moves, to gain mutual agreement. See for Yourself: The Best Latin Tango

Every great composer needs great musicians. Every great musician needs great composers.

Mutual attraction, rapport, trust, respect, compatibility, and commitment are key elements of every lasting relationship. Remember this: No relationship can thrive or survive without mutual benefit and commitment. Once these relationship elements are lost, there is no relationship.

Vitalia Consulting builds and sustains cultures of mutual benefit and inclusion, driven by a desire to partner with others to get things done. You succeed by helping others become successful. Helping others helps you, too. Keep in mind, help is only a relationship away. 

Conversely, in cultures where “greed is good” (cultures that value the lone wolf, the lone shark, the lone genius) the act of working with others to get things done gets lost, projects stall, the brilliance of team ideas fades away.

We, Vitalia Consulting, believe that building and sustaining relationships should be a pre-requisite for all vital executive leaders, emerging leaders, and leadership development. True Relationships weather the storms. True Relationships can live forever.

Don’t forget the human touch, gestures, and movements. Give your relationships face time, real time. Be genuinely attentive, interested in people. Listen first. Listen, hear, and learn from their stories. Be open to being enlightened. Tell and show, don’t sell. Be authentic. Be yourself. No one likes a great pretender. Don’t be afraid of being human. Get lost once in awhile.

Want warmer relationships? Exude warmth. Be passionate about something. Meet off-site (whenever possible) at unique venues. Be compelling.

Embrace reciprocity. Give to receive. Relax. Now immerse yourself in the dance.

It really does take at least 2:2 Tango. Come on, let’s dance The Tango!It Takes 2 To Tango

Partner with Us! Let’s Get Started.


Marc Ortiz de Candia, Executive Partner ~ Provocateur

Vitalia Consulting | The Enlightened Leadership Leader


When Knowledge (Alone) is Not Enough

One of the most salient things I have observed in meetings with countless C-Level Executives is the overwhelming pool of information they’re swimming in. The result is too much data driving them insane ~ which only yesterday was commonly referred to as “analysis-paralysis.” The results are in-decisions, in-actions and inertia, uncertainty about which move to make. So, nothing changes if nothing changes.

Our initial role (in Organizational Leadership Consulting and Coaching) is to help these C-Level Executives wade through the waves of data to find the right information, the right solutions. At this point, It’s important to note that there is no pitch, there is no presentation, no assumptions or conclusions. In the beginning, we are simply listeners and observers asking key questions, guiding our clients, mired in confusion, out of the abyss. We are facilitators of the process.

When is knowledge (alone) not enough? When is knowledge (alone) not power? You and I have seen zillions of sales professionals, managers, and executives go through cropped-AB-When-Knowledge-Alone-is-Not-Enough.jpgthe “sales training hotel factories” coming out with only a cheap binder and more information (plenty of getaway trip stories to tell) but no knowledge retention, process and skills application, or behavioral shifts that last beyond a few days, a few weeks at best. There’s a reason why “talk is cheap.”

Revolt against the archaic business culture of “just gimme the knowledge, just gimme the information/data!” There’s much more vital work to be done. Of course, this requires Enlightened Leadership with the desire and the resources to sustain high business growth. Nothing happens without Enlightened Leadership.


To illustrate, one of our most recent projects (right in our wheelhouse) is focused on “Sales Performance Optimization.” We’re working with a dysfunctional sales group with mountains of information, tons of knowledge but without the right sales people, without the right sales process, and without the right sales tools. We fix dysfunctional organizations. Partner with Us.

Our approach to every client project is simple and effective. We began this project by meeting with the C-Level Executive Leadership Team, not just the Sales Group Management. We take a panoramic view and then zoom-in. We start by building Organizational Vision and Holistic Strategies because the Sales Group is inter-connected with all other organizations within the business. Many pictures from different angles are necessary.

Simultaneously, we are conducting an Organizational Culture Assessment that will result in a comparative analysis between the leadership’s perception of their organization and what people (within the organization) and customers (outside the organization) are actually experiencing. There are always execution chasms which need to be filled before moving forward with any formal development or learning.

In this case, the Sales Group had the highest turnover rate (higher than telemarketing) in the company, and reported into an Operations Vice President who didn’t understand sales or selling, or the difference between marketing, sales, business development and account management. These things were known by everyone in the client company.

While the assessment offers information/knowledge/data, our job is to uncover and discover the right solutions in tandem with our clients. In turn, radical new buyer behavior requires re-thinking sales. Buyers are much more informed. The sheer volume of information buyers can access can humble the best sales professionals, managers, and executives causing them to compete on price. The new imperative facing sales leaders is to re-tool the organization and build a culture of continuous improvement.

No more worthless seminars or workshops. Everything is done in session-work, one to three hour sessions: Leadership Development Sessions, Vision and Strategy Sessions, Sales Development Sessions, Individual and Group Coaching Sessions…

dreamstime_s_6386770According to The Aberdeen Group “Best in Class” companies determine characteristics of “Best in Class” professional sales performers on an annual basis, as defined by:

  • Top 20% in Quota Attainment
  • Top 20% in YOY Revenue Growth
  • Top 20% in Average Deal Size Increase

The truth is in the performance numbers. This research shows the three key areas in which the best performing companies differentiate from their peers, and adapt to changing sales requirements:


  • Scientifically assess the specific requirements for sales models, and align hiring and development to those profiles.
  • Develop world class capabilities by aligning sales process, methods, and never-ending learning to ever-changing buyer behavior
  • Enable effective, consistent application of best practices by integrating sales tools and state-of-the-art technologies

Remember, the main reason why most “sales closing systems” fail is because there is no opportunity for the sales professional to practice and test mastering the re-tooled sales process. No true individual commitment to the sales process and no reinforcement after the “learning session.” This is why “individual coaching” must be an integral component of every “Sales Performance Optimization” Platform.

In the New Age of Enlightenment, knowledge (alone) is not enough to get things done, to adapt to the rapidly evolving marketplace, to create lasting success. Having a trillion pieces to a puzzle is not enough. You must the right pieces to put the right picture together.

So, what are your answers: Are You An Enlightened Leader? Do you have the right sales people, the right sales process, the right sales tools for sales performance optimization? Are you ready to put together the sales organization puzzle?

Let’s get started! Partner with Us.

Marc Ortiz de Candia, Executive Partner, Vitalia Consulting


The Compassionate Pursuit of Happiness (Prosperity)

Warning! This blog may not be suitable for all readers, especially for those who made resolutions against happiness and prosperity in 2013, and for those who do not believe in the Constitution of the United States of America.


Enlightened Leaders can make others happy. Understand, this is not meant to say leaders are responsible and accountable for other people’s happiness, but Enlightened Leaders with high Emotional Intelligence (EQ) are responsible and accountable for creating environments where people can experience happiness. Consider this: The compassionate pursuit of happiness is not about what you want to be, it’s about who you want to be in this world:

  • as a compassionate human being
  • a compassionate organization
  • a compassionate business entity

Time is passing not everlasting. Notice? You blinked a few times and February 2013 is upon you, and will soon be gone. The Golden Globe Awards are behind us and now the Academy Awards are a couple weeks away. Time is passing not everlasting.

Have you had a chance to see the impressive small film, Happy? I highly recommend how this film explores the intrinsic contributors to our happiness as compassionate human beings. According to filmmaker, Michael Pritchard, “Compassion leads to happiness. Search the world for secrets to life’s greatest emotion, happiness.”

Economic growth has doubled in the last 50 years, but we’re not any happier, even though we have much more materialistic stuff. Right? Is everything we were taught about happiness and prosperity wrong-headed? After all, the study of happiness is nothing new. The point is that we haven’t seemed to learn very much from all the happiness research, and Corporate America (and society in general) hasn’t exactly embraced happiness or its relationship to compassionate leadership.

After all, most of us began the new year making promises to improve our lives, resolutions and un-resolutions based on what we did and didn’t do the year before. So, without looking too far ahead, look back at 2012 and assess what happened, what got you there, and most importantly, what made you happy, and why?

I believe that if you can tap into what makes someone else happy, you’ve expanded your enlightened leadership competencies. Plus, the fulfillment of making others happy reinforces your own happiness. For we cannot have relationships with others without reciprocity, mutual acceptance, respect, and value. Mutual benefit must exist to sustain relationships. Without mutual benefit, relationships die.

There are many things we do not fully understand on this planet, not on this plane. Yet, we must try to understand. Trying to understand is simply an exercise in becoming a better human being, a better leader.

Dr. Richard Davidson, University of Wisconsin, “Quantify happiness and you can quantify anything.” We’ve spent forever studying depression. Isn’t it high time we take a closer look at the value of happiness in leadership. The goal of psychology has been to help people rid themselves of their problems. Positive psychology studies and guides people towards happiness. Did you know that “Happiness” has become the most popular elective course at Harvard?

Marci Shimoff, author of Happy for No Reason says, “Our values are a key component of happiness.” Shouldn’t our values shape the kind of leader we are capable of becoming? Happiness is which something so often easily discarded as a “soft skill” is actually hard to develop, unless the essence of Enlightened Leadership is within you, and your organizational culture supports it.

Forbes released the January 15, 2013 report on the “World’s Happiest Countries.” Guess what? The USA wasn’t among the Top Ten again this year! What’s wrong with us?

Researchers have long known that we have pre-disposed genetic set points that play a role in determining how happy we can be. Moments of great joy or great sorrow return us to our happiness set points. Here’s the thing ~ While 50% of our happiness is genetically pre-programmed, only 10% is based on circumstances, 40% is based on intentional behavior! In other words, it’s what you choose to do, who you choose to be that has a significant impact on your lasting happiness, and in turn, the happiness of others around you.

Decades of research proves that happiness increases nearly every business and educational result: increasing sales by 37%, productivity by 31%, and accuracy on tasks by 19% as well as a myriad of health and quality of life improvements. Among those companies that don’t take leadership development seriously, vital and emerging leaders, these same companies ignore the role happiness plays in leadership effectiveness.

What can your company do to raise the happiness level of an employee? Happy human beings function better, are more productive, and live longer. Is the dissatisfaction in your company caused by depression stressors, or combined with low levels of Emotional Intelligence (EQ) within your leadership team, or the absence of happiness within the organizational culture?

Think about it. What did you do when the umbilical cord was cut? Cry, Baby Cry.

Knowing happiness can be quantified and measured, why has Corporate America been so slow to capitalize on its value to business? What about your company? (Conference room donuts, bagels, muffins, cookies, brownies, hot cocoa, and coffee don’t count!)


Nearly every company gives lip service to the philosophy “people are our greatest asset.” Results from the Conference Board’s most recent survey (tracking job satisfaction) shows that employees are “the unhappiest” in the 24 year history of the survey! Around the same time, CNNMoney reported that 87% of Americans are unhappy with their job. Mercer’s “What’s Working” survey found that one in three US employees are serious about leaving their current jobs. The numbers are higher among younger employees under 30 who tend to trend toward far more restless movement.

In her new book, The Myths of Happiness Sonja Lyubomirsky, psychology professor, argues that holding on to fallacious ideas about happiness, thinking we’d be happier if we had the right relationship, social status, material possessions, or…[fill in the blank] works against us. The issue is that these kind of thoughts keep us mired in our past, and don’t reflect how one cultivates happiness in real life.

Appreciating our relationships compels us to extract the maximum possible satisfaction and helps us to be grateful for it, relish it, savor it, and not take it for granted. Cultivating appreciation also helps us feel better about ourselves, more connected to others, more motivated to nurture relationships, and less likely to compare our situation to others and become envious. When given the choice between competition and collaboration, compassionate human beings will choose collaboration. 

We all know someone who has stellar success in their professional life but completely miserable in their personal life, every relationship an apparition. What’s your story?

Based on the metrics alone, you can easily make the case that the single greatest competitive advantage, in the modern economy, is a happy and engaged workforce.

In the New Age of Enlightenment, Enlightened Leaders must lead the way out of the darkness of depression and recession into the light of happiness. We, through intention, can change our brains, and in turn, the world around us. Enlightened Leaders perceive happiness as a skill. Compassion is in our DNA, caring about people, places, and things outside of ourselves.

People joke about “natural highs.” Truth is, science has proven that the compassionate pursuit of happiness gives you “natural highs” as good or better than any drug.

Acknowledge that happiness is an advantage at work that can be leveraged to get things done. Seek happiness in the present instead of waiting for future success. Exercise your brain for higher levels of happiness by creating habits shown to increase job satisfaction:

  1. Write a brief e-mail every morning thanking or praising a team member.
  2. Write down three things you are grateful for each day.
  3. Spend a couple minutes recalling something positive you’ve experienced over the last 24 hours.
  4. Exercise every day.
  5. Practice “Mindful Meditation” for a few minutes. Focus on your breathing in/out.
  6. Be forgiving. Practice forgiveness ~ every day of your life.  

Of course, if you can’t see the value, none of this will matter to you, and you should have read the disclaimer. Happiness comes from the capacity to feel deeply, to enjoy simply, to think and act freely, to risk life, to be needed not ignored.

Happiness: Set your compassionate self free, and the world is yours.

Marc Ortiz de Candia, Executive Partner, Vitalia Consulting


Music Playlist to Get Your Happiness Groove On:

  • Can’t Buy Me Love ~ The Beatles (Hard Day’s Night movie soundtrack)
  • Respect Yourself ~ The Staple Singers
  • Sweet Dreams ~ The Eurythmics
  • Higher Ground ~ Stevie Wonder
  • Sweet Dreams ~ Senor Coconut
  • Happiness Runs ~ Donovan (Yes! That Donovan!)
  • Ode to Joy ~ Beethoven (from Symphony No. 9 in D Minor)
  • Tomorrow Never Knows ~ The Beatles (Revolver)
  • Oh Happy Day ~ The Edwin Hawkins Singers
  • Bossa Per Due ~ Antonio Carlos Jobim
  • 100% Pure Love ~ Crystal Waters
  • Happy Talk ~ South Pacific (South Pacific movie soundtrack)
  • If Six Was Nine ~ Jimi Hendrix
  • Stand By Me ~ John Lennon (version)
  • Four Seasons ~ Vivaldi
  • Because ~ The Beatles (Abbey Road)
  • Instant Karma ~ John Lennon
  • Imagine ~ John Lennon
  • Happiness ~ Johnathan Jeremiah
  • Here Comes The Sun ~ The Beatles (Abbey Road)
  • I Can See Clearly Now ~ Johnny Nash
  • Inner Light ~ The Beatles (b-side of Lady Madonna)
  • A Beautiful Morning ~ The Rascals
  • Rain ~ The Beatles (b-side of Paperback Writer)
  • Living in a Material World ~ George Harrison
  • The Trip ~ Donovan (Yes! That Donovan again!)
  • Across The Universe ~ The Beatles (Abbey Road)
  • Love ~ Air
  • Yellow Submarine ~ The Beatles
  • Feelin’ Good ~ Joe Sample and Randy Crawford
  • Groovin’ ~ The Rascals
  • I’ll Take You There ~ The Staple Singers
  • Happy Birthday ~ The Beatles (“aka” The White Album”)
  • You Can’t Buy My Love ~ Robert Plant (Band of Joy)






The Ethos of Enlightened Leadership

It’s Autumn, and you can see the seasons changing, multi-colored wind blown trees, rustling leaves falling down everywhere, creating a stirring, whirling dream world.

The white moon becomes the blue moon which balloons into the orange moon ~ the Autumn moon we remember from long ago and faraway comes back to visit us once again.

Even though the air of Autumn feels and smells strangely different, something is in the air, and we’re all breathing it in, taking it inside of us.

Of course, how you experience Autumn depends on where you are in the world. Isn’t that true? Though Autumn isn’t quite as vibrant or dramatic here as it is in other places, it can still be a wonderfully romantic season (if it’s within you).

Here in the San Francisco Bay Area, there’s a quiet calm before the winter rains come. Still, it’s the time of the season for reflection. As the year winds down and we all slow down a bit for year-end retrospection, introspection amidst the noise of holiday celebrations and distractions. Time is passing, not everlasting.

As for me, I’ve been thinking about a peculiar 2012 trend in business: a tendency to use catch-all words and phrases to mean anything and everything. It is surrealistic. It’s such a supercilious, stupefying trend, and it’s happening everywhere I go:  Inside mega-corporations, small and middle market companies, within the bandwidth of the “management consulting community.” We’re all breathing the same air, in boardrooms, in working meetings and sessions, in broad daylight, in the stillness of the night.

As organizational leadership consultants, Vitalia Consulting is in the process of expanding our multi-disciplinary consulting and coaching teams, and in the interviews, this strange phenomena is also evident. For instance, one thing I’ve noticed is that “change management” is being applied to every change initiative, and can mean anything to anyone. When words lose definition our language becomes blurred, and the power of words diminishes. In other words: “The main thing is to keep the main thing the main thing” is no longer true. Sure, “change management” can have different applications and be different interventions but, come on! Anything Goes? Are there no longer clear definitions to words, phrases, and terms?

I contend that this unsettling trend is not the natural evolution of our professional work, or the necessary interference of technology twisting the signals. More than ever, I am convinced that this disturbing trend has been incubating within the guiding principles and character of those who have the power to create, influence, and reinforce organizational culture, values, beliefs, norms, and the rules of the game. A simple suggestion: Change the leadership and you will change the culture.

So ask yourself: “Who am I? Where do I stand? Now that I know, what will I do?”

In the film “The Visioneers” the company is “the largest, friendliest, and most profitable corporation in the history of humankind.” Yet, the employees are exploding when they dare to dream and act on their dreams. It finally becomes an international crisis when the number exceeds 100,000 implosions. That’s when the President of the United States gets involved, supporting the corporation’s goal to manufacture a device (a relaxer) that will be fitted on the neck of every employee – to stop those dreamers who act on their dreams! In “The Visioneers”: The quickest way to kill your dream is to kill what you love most about your dreams.

Question why, in our multicultural society, when you’re asked to blow-out your birthday candles, you’re told from the moment you understood language, don’t tell your wishes aloud, and don’t even whisper your wishes – because if you do – your wishes won’t come true. We inherit these odd customs and traditions, and if we don’t question them, we pass these deranged values and beliefs onto our children. The same thing happens in organizations. Nothing changes if nothing changes.

“Leadership Development” is another one of those catch-all phrases that seems to encompass everything under the sun and moon and stars. Who wants to be leader? Step right up! Roll right up! Come with us on the magical mystery tour. All you need is love and information, the right suit and tie, the right haircut, some leadership coaching, and probably the right shoes. And: Yes! You too can be a leader! (Sorry folks, this doesn’t work in reality, at least, not in the long run.)

Leadership Development is reserved for those who have the innate capacity, talent, and potential to be a leader. Perception and self-assessment are not enough to ensure that the right people are selected and promoted. 

Enlightened Leaders are born, not made. We believe: The identification, assessment, nurturing, and cultivation of emerging leaders should be a business imperative. Opportunity is the missing piece of the puzzle. It doesn’t matter how much innate leadership capacity, talent, and potential there may be in your organization, it lies dormant and fades away, without opportunity.

Find the keyhole, turn the key, open the doors of perception to build organizational capability and expand leadership capacity. Align your open organization with the strategic business vision of your Enlightened Leadership.

Imagine you have a metaphoric factory that produces leaders. Be rational. You can’t develop anyone or produce anything without having the right materials. Besides, even with the right materials, you can’t develop anyone or produce anything if you’re in the wrong factory!

In much the same way, your organization must be tooled to manufacture what you want. How is your organizational culture set-up? Do you know? Is it set-up to produce the absolute best managers and leaders for your business? Well, is it?

You’ve probably experienced leadership development programs which espouse inspiration, motivation, and modeling – to be replicated throughout the organization. Blah, blah, blah…

Inspiring What? Motivating What? Modeling What? Why? To What End?

I despise “leadership training and management training programs” which presume that what can be taught can necessarily be learned, that those who are selected, promoted into management can necessarily become leaders. Remember, leadership is not about position, title, or entitlement.

Leadership is behavioral. Enlightened Leaders are hybrids: the right blend and balance of Knowledge | Emotions | Thinking | Abilities | Actions. Behavioral actions are the results of how these competencies are developed, or not. Most organizations still fail to fully understand, embrace, engage, and capitalize on these competencies in meaningful ways.

In our vital project-based research: After all these years of countless workshops, seminars, and webinars, we find that most companies are still mass-producing bad, ineffectual managers and leaders with these salient traits experienced by the human beings who report to them:

  1. Weak management/leadership competencies and capabilities
  2. Low Emotional Intelligence (EQ)
  3. Absence of relationship-building skills
  4. Hypocritical
  5. Pretentious
  6. Autocratic: Suppressive, Oppressive, Depressive
  7. Incapable of dealing with ambiguity, and making sense of it
  8. Inability or unwillingness to adapt to change
  9. Reactive
  10. Apathetic
  11. Unwillingness to admit own ignorance
  12. Neglectful of own personal development
  13. Organizational decisions based on corporate politics
  14. Inability or unwillingness to develop others
  15. Ineffective Communication Skills
  16. Untrustworthy
  17. Ineffective task management
  18. Inability to accept feedback
  19. Unethical: Selfishly blaming others for their failures, while taking credit for the successful ideas of others 
  20. Insufficient Production (Bottom-line: Is it any wonder why?)

With the warning signs just listed, what would you do with the incompetent managers and leaders in your company? What to do? What to do? What would you say are the remedies to this dilemma? What do we do with dysfunctional managers and leaders?

Far too often people are promoted into management/leadership positions for the wrong reasons ~ mainly because of their prior functional performance or who they know or both. Either way, without any structured assessment, these are hardly predictors of future management/leadership effectiveness and success.

Think about it…

  • Not everyone who aspires to being a great scientist becomes one.
  • Not everyone who aspires to being a great musician becomes one.
  • Not everyone who aspires to being a great teacher becomes one.
  • Not everyone who aspires to being a great surgeon becomes one.
  • Not everyone who aspires to being a great actor/director/producer becomes one.
  • Not everyone who aspires to being a great athlete becomes one.
  • Not everyone who aspires to being a great psychologist becomes one.
  • Not everyone who aspires to being a great software engineer becomes one.
  • Not everyone who aspires to being a great artist becomes one.
  • Not everyone who aspires to being a great politician becomes one.
  • Not everyone who aspires to being a great attorney becomes one.
  • Not everyone who aspires to being a great parent becomes one.
  • Not everyone who aspires to being a great consultant/coach becomes one
  • Not everyone who aspires to being a great manager/leader becomes one.

Get the message. Salieri could not become Mozart, no matter how strong his desire. No band will replace ever “The Beatles.”

It’s the difference between wishes and dreams.

The Ethos of Enlightened Leadership is about the distinguishing character, sentiment, moral nature, or guiding beliefs of an individual, organization, or business. You want to experience satisfaction? Try This. You’ll love it!

We are Vitalia Consulting. We are awakeners.

Marc Ortiz de Candia | Executive Partner | Vitalia Consulting