The information in this briefing is based on a survey by the Center for Creative Leadership. ("In Business," January/February l988, page 47.) If these five typical failures make sense to you and your organization, you might consider how you will design your selection process and your whole people system, so that you do not select and promote these qualities.

By and large, people are hired for what they know, but they are fired for who they are. In most cases, we pay little attention to who a person is during the hiring process, because most hiring techniques are not designed to find out who a person is. This is one of the strongest arguments for hiring from within.

Of course, there are some external causes of managerial failure such as bad luck, or some sort of bias such as sexism, ageism, or racism. However, in the vast majority of cases, managers cause their own failure. The survey by the Center for Creative Leadership points out five primary reasons that managers undermine their own success:

1. Inability to get along. Poor interpersonal skills are the single biggest reason for failure, particularly in the early and middle stages of a manager's career. For some, the problem is getting along with subordinates. In most cases, when managers cannot inspire and win loyalty of subordinates, it is because they are not good listeners, don't give and take criticism well, and view conflict as something bad, instead of something inevitable that has to be handled.

2. Failure to adapt. This manager was at one point very successful, and now clings to an unsuccessful management style or business strategy long after it stops producing results. This rigidity and lack of flexibility is ultimately a self-defeating style.

3. The "Me Only" Syndrome. These managers have an overriding concern for how much credit they're getting, how much money they're making, and how fast they're moving up the ladder. It is incredibly wearing when someone is constantly demanding recognition and incapable of any selfless acts towards others. Just as a successful business must pay attention to its customers, a successful manager must pay attention to his or her subordinates. It is necessary to be a real team player.

4. Fear of Action. Managers who hesitate to put themselves on the line and act will eventually jeopardize their careers. Such a manager studies everything to death, avoids action and is primarily motivated by avoiding risk. This brand of failure is often closely linked with the second one -- the failure to adapt.

5. Inability to Rebound. Manager succeed by making decisions, taking risks and at times failing. It is absolutely critical to be able to bounce back after a failure. When a manager becomes defensive or tries to blame others, there is a lack of bounce.