{"id":20296,"date":"2019-12-09T12:12:38","date_gmt":"2019-12-09T09:12:38","guid":{"rendered":"https:\/\/www.ibtdi.com\/?p=20296"},"modified":"2019-12-09T04:53:57","modified_gmt":"2019-12-09T01:53:57","slug":"skill-that-broke-the-entrepreneur","status":"publish","type":"post","link":"https:\/\/www.ibtdi.com\/en\/skill-that-broke-the-entrepreneur\/","title":{"rendered":"The skill that breaks an entrepreneur's back"},"content":{"rendered":"

\"\u0646\u062a\u064a\u062c\u0629<\/p>\n

 <\/p>\n

The question of how kind entrepreneurs should be and how close they should get to their subordinates has long been a subject of debate. Studies conducted in the field of \u0627\u0644\u0642\u064a\u0627\u062f\u0629<\/a>, suggest that the skills<\/span><\/p>\n

key leadership skills require leaders and entrepreneurs to be friendly and kind to their team members in order to win their support. We see people in leadership positions <\/span><\/p>\n

change some of their habits to become friendlier toward their subordinates.<\/span><\/p>\n

Studies aim to confirm that leaders and entrepreneurs should build friendly relationships with their subordinates, as this motivates them to work harder and more effectively, since<\/span><\/p>\n

the team will work for someone they like.<\/span><\/p>\n

While this may sometimes be true, being too friendly with your employees can backfire and lead to unforeseen problems.<\/span><\/p>\n

.<\/p>\n

\n
<\/div>\n<\/div>\n

Potential Risks<\/strong><\/span><\/h2>\n

\nIf you\u2019re new to leadership, be aware of the potential risks that can arise when you have personal relationships with your team; this will undoubtedly hinder <\/span><\/p>\n

Career goals; because you\u2019ll often find it hard to tell people \u201cno\u201d when you want to, and may get used to saying \u201cyes\u201d to meet everyone\u2019s expectations.<\/span><\/p>\n

Taking on a leadership role is a step forward in your career. True leaders don\u2019t see it as merely a promotion, but also as an opportunity to distance themselves from <\/span><\/p>\n

the team to show that they\u2019re in charge, by creating distance between themselves and Team<\/a> \u0628\u0645\u0631\u0648\u0631 \u0627\u0644\u0648\u0642\u062a.<\/span><\/p>\n

Although the relationship will change, especially if you\u2019re all on the same team, it shouldn\u2019t become overly dramatic. Creating distance in a way that is <\/span><\/p>\n

sudden and noticeable may cut you off from the team, which is a bad thing.<\/span><\/p>\n

.<\/p>\n

\n

The Seven Deadly Sins<\/strong><\/span><\/h2>\n

\nIn \u201cThe Seven Deadly Sins of Leadership,\u201d published in Inc., Gordon Tredgold says: \u201cIt\u2019s a mistake to be too friendly with your subordinates; it\u2019s intimidating;\u201d <\/span><\/p>\n

You shouldn\u2019t expect to solve problems that arise by being overly friendly with the team.\u201d<\/span><\/p>\n

.<\/p>\n

Backfire<\/strong><\/span><\/h2>\n

\nIn her Forbes article, \u201cThe Backfire of Being Nice,\u201d Nicole Lipkin says: \u201cIf you\u2019re too nice, you risk making decisions <\/span><\/p>\n

that aren\u2019t right, delaying your employees\u2019 work, and becoming too close to them at the expense of offering firm opinions and guidance. Skilled leaders <\/span><\/p>\n

understand that they have to make consequential decisions, and that some decisions may negatively affect team members if they are too friendly with them.<\/span><\/p>\n

.<\/p>\n

\u062a\u062c\u0646\u0628 \u0627\u0644\u0645\u063a\u0627\u0645\u0631\u0629<\/strong><\/span><\/h2>\n

\nNice, friendly people tend to avoid taking risks because they prefer social harmony to trying new things or facing risks, whereas <\/span><\/p>\n

leaders understand that they have to venture into new territory, which may involve battles and conflicts. Avoiding that too much\u2014by being a nice leader\u2014could lead to <\/span><\/p>\n

Sometimes, it can backfire, causing even more hardship and losses for the leader and their subordinates.<\/span><\/p>\n

.<\/p>\n

\u0646\u0645\u0648\u0630\u062c \u0645\u064a\u0644\u062c\u0631\u0627\u0645<\/strong><\/span><\/h2>\n

\nIn a study by Laurent B\u00e8gue, Jean-L\u00e9on Beauvois, Didier Courbet, Dominique Oberl\u00e9, Johan Lepage, and Aaron Duke, titled \u201cPersonality Predicts Obedience<\/span><\/p>\n

in the Milgram Paradigm,\u201d the kindest leaders were more obedient and fearful. When they replicated Milgram\u2019s experiment, they found that people who scored higher in <\/span><\/p>\n

agreeableness experienced the shocks as more painful than those who were less agreeable. So an overly friendly leader may be more likely to submit to and comply with behavior that harms <\/span><\/p>\n

their subordinates in practice, because they lack the courage to say \u201cno.\u201d<\/span><\/p>\n

 <\/p>\n

When Quora.com users discussed this trait in 2014 under the title \u201cWhat are the disadvantages of being too nice?\u201d, the site collected<\/span><\/p>\n

Business Insider asked users for the best answers. One person said, \u201cPeople will start to see you as boring.\u201d Another said, \u201cWhen you find it hard to say no, people will assume\u201d <\/span><\/p>\n

\u201cyou always say yes\u2014even when you say no,\u201d while a third said, \u201cPeople may see your kindness as a sign of weakness,\u201d and a fourth said, \u201cBeing too nice may cost you people\u2019s respect.\u201d <\/span><\/p>\n

\u0627\u0644\u0622\u062e\u0631\u064a\u0646\u201d.<\/span><\/p>\n

.<\/p>\n

\u0627\u0644\u0644\u0628\u0627\u0642\u0629 \u0648\u0627\u0644\u0648\u064f\u062f<\/strong><\/span><\/h2>\n

\nThat doesn\u2019t mean you shouldn\u2019t be friendly, polite, or that you should be mean, nasty, or hostile toward your subordinates. When it comes to leadership, getting along with your team shouldn\u2019t be<\/span><\/p>\n

your top priority. Instead, you need to strike a very delicate balance between tact and warmth. Master it, and it can set you on the path to success; go too far, and it can undermine you.<\/span><\/p>\n

Empathizing with and caring about your employees is one thing; being afraid to tell an employee that their performance is poor is another. A successful leader knows the difference.<\/span><\/p>\n

Being \u201cfriendly\u201d doesn\u2019t mean always saying yes or withholding your opinion for fear of losing your team\u2019s goodwill. That stifles creativity, objectivity, and credibility, and breeds a lack <\/span><\/p>\n

Respect for you.<\/span><\/p>\n

\nThe positive impact of kindness should extend to you as a leader, the organization you manage, and your team. Being kind isn\u2019t a problem when it\u2019s balanced with strength, <\/span><\/p>\n

balance, and understanding.<\/span><\/p>","protected":false},"excerpt":{"rendered":"

  \u0644\u0637\u0627\u0644\u0645\u0627 \u0643\u0627\u0646 \u0627\u0644\u062d\u062f\u064a\u062b \u0639\u0646 \u0644\u0637\u0641 \u0631\u0627\u0626\u062f \u0627\u0644\u0623\u0639\u0645\u0627\u0644 \u0648\u0642\u0631\u0628\u0647 \u0645\u0646 \u0645\u0631\u0624\u0648\u0633\u064a\u0647\u060c \u0645\u062d\u0644 \u062c\u062f\u0644 \u0644\u0627 \u064a\u0646\u062a\u0647\u064a\u060c \u0641\u0627\u0644\u062f\u0631\u0627\u0633\u0627\u062a \u0627\u0644\u062a\u064a \u0623\u064f\u062c\u0631\u064a\u062a \u0641\u064a \u0645\u062c\u0627\u0644 \u0627\u0644\u0642\u064a\u0627\u062f\u0629\u060c \u062a\u0634\u064a\u0631 \u0625\u0644\u0649 \u0623\u0646 \u0627\u0644\u0645\u0647\u0627\u0631\u0627\u062a \u0627\u0644\u0642\u064a\u0627\u062f\u064a\u0629 [\u2026]<\/span><\/p>\n","protected":false},"author":3,"featured_media":20297,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_ibtdi_aa_focus_keyword":"","_ibtdi_aa_secondary_keywords":"","_ibtdi_aa_audience":"","_ibtdi_aa_tone":"","_ibtdi_aa_summary":"","_ibtdi_aa_reviewer_name":"","_ibtdi_aa_reviewer_bio":"","_ibtdi_aa_reviewer_url":"","_ibtdi_aa_reviewed_date":"","_ibtdi_aa_service_id":"","_ibtdi_aa_related_ids":"","_ibtdi_aa_human_reviewed":"","_ibtdi_aa_disable":"","_ibtdi_aa_disable_links":"","_ibtdi_aa_sources":"","_ibtdi_aa_update_notes":"","footnotes":""},"categories":[491],"tags":[20255,12803,4560,16841,20253,4988,2055,20254,20256],"class_list":["post-20296","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-491","tag-20255","tag-12803","tag-4560","tag-16841","tag-20253","tag-4988","tag-2055","tag-20254","tag-20256"],"_links":{"self":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts\/20296","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/comments?post=20296"}],"version-history":[{"count":0,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts\/20296\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/media\/20297"}],"wp:attachment":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/media?parent=20296"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/categories?post=20296"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/tags?post=20296"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}