"On a recent flight, I watched a woman try to sneak an oversize briefcase and suitcase onto the plane. When challenged, she waved her boarding pass at the gate agent and declared, "Do you see what that says?" pointing to her top-tier status. "That means I get to do what I want." Her sense of entitlement was staggering, but familiar."
"backfire. The odds of transformation success are already dismal: 70% to 80% of efforts fail. While external forces can derail even the best-laid plans, more often it's leaders' self-inflicted fallacies that undo their own initiatives. I've identified five particularly destructive fallacies that appear again and again. Recognizing them is the first step. Choosing better responses is the only way through."
Entitled behavior mirrors leadership delusions that undermine major organizational transformations. Seventy to eighty percent of transformation efforts fail, often due to leaders' self-inflicted fallacies rather than external forces. Five destructive fallacies recur and must be recognized. One common fallacy treats a résumé or prior success as a ready-made solution; transplanting a previously successful strategy to a different market or context can fail. Mandating past formulas drains team enthusiasm as mismatches become apparent. The antidote is to treat mandates as invitations, study the new environment like an anthropologist, walk the halls, ask questions, and listen deeply.
Read at Fast Company
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