The 10 Best Ways to Spot a Close-Minded Leader
Turbulence opens the mind of the wise and congeals the brain of the convinced.
A closed mind gets stupid as time passes.
Perhaps current knowledge was enough when the world seemed stable, but learning is necessary in changing environments and turbulent times.
A leader with a closed mind:
#1. Judges quickly.
A closed mind finds security in superiority.
#2. Defends frequently.
Every conversation is a competition when your mind is closed.
Defensiveness is the need to be right on steroids.
#3. Listens intermittently.
A closed mind is so busy listening to itself that it has no room to listen to others.
#4. Answers constantly.
Quick answers for people who – could and should – find answers for themselves are pernicious solutions.
4 reasons we answer quickly:
- It’s fun to know what others don’t. Admiration and respect are addictive.
- There’s no time to allow others to learn how to solve their own problems. (As if incompetent dependence is a good thing.)
- We’re on a power trip. Answers are power.
- We love to control rather than liberate.
#5. Reads rarely.
Close-minded leaders don’t need to read. People who write books are idiots anyway.
#6. Changes infrequently.
Learning hasn’t happened until something changes. A closed mind seeks confirmation, not learning.
The absence of change is death.
Thinking you know when you don’t is malevolent in changing environment.
A closed mind knows others need to change.
#7. Self-reflects intermittently.
A closed mind has no reason to practice self-reflection. Instead it takes comfort in the faults and frailties of others.
#8. Interrupts regularly.
The burden of knowledge creates blabber mouths.
#9. Questions aggressively .
Questions are swords for cutting others down when you’re a knower instead of a learner. A know-it-all asks questions to prove others wrong.
#10. Brags habitually.
A closed mind needs to prove it’s brilliance by out-doing and out-shining.
Which item on the above list would you like to confront in yourself?
Which item on the above list seems most pernicious?
Ouch, thanks for the eye opener. I guess it would be beneficial to us all to listen more and talk less.
Thanks Sharon. Sometimes just a question, a smile, and raised eyebrows helps others talk. If we’re interested. (But who has time?) 🤷♂️
In counselling we call those non-verbal cues … ‘minimal encouragers’!
Bang … ten out of ten!!!
Thanks tooarbie.
2 eyes, 2 ears, only 1 mouth… Twice as much looking and listening (active listening) than talking.
Thanks Jordan. Makes sense.
Anyone work with those that when they have something to say they follow it with “right?”? I always anticipate it to be followed by Bluto’s “Who’s with me?” from Animal House. And if they are not “right?” and we disagree now it puts us in the position of jerkhole.
Any guidance on how to handle the consensus-seeking groupthink-er?
I had a coworker years ago who used the phrase “As it turns out . . ” whenever someone said something wrong. It took me longer than it should have to figure out the pattern.
Thanks Jordan. I always rely on courage and curiosity. Courage to bring something up comes first. If we don’t dare to bring it up, then let it go. Courageous curiosity says, “I’m just curious, what’s the best approach if I don’t agree?”
Be quick to listen, slow to speak, and slow to anger is a great axiom. Answering quickly seldom fully understands the problem or the issue. When I listen long enough, I come away with a better understanding of the issue.
Thanks Steve…interesting that if we listen we are more likely to understand. hmmm, very interesting. 🙂
Oh wow, is this a timely message and reminder to look inward first. Thanks for posting your messages each day!!
Thanks Brenda. It feels good to know that others feel challenged like I do.
Which item on the above list would you like to confront in yourself? – #9 made me stop and think. Sometimes, I even trick myself into thinking my questions are clarifying the conversation. If I pause and look, I might be grabbing the steering wheel of the conversation and taking it someplace else instead.
Thanks Brandon, I’m so glad you’re thinking about self-deception. That’s exactly what happened to me as I wrote this.
#10 made me squirm. I notice when someone talks about something they’ve done, I seem to talk about something I’ve done. ouch!
I had a supervisor who epitomized 8 of the 10 on the list. The remaining two, 5 and 6 are questionable since he did occasionally read or change if he thought it might further his career.
Great article! Can you write a blog on what an open minded leader does
Not exactly on topic but….Help!
How do I help someone who won’t operate without being micromanaged?
For years he and I worked together under a serious micromanager. Someone who, as likeable as he was, managed from fear of losing control and perhaps some jealousy.
We practically could not make a move without asking. If we did, we risked being second guessed or having our decisions reversed.
The micromanager has retired and I was promoted into his position just over a year ago.
I’ve tried to be the opposite of a micromanager and am working to let others grow and thrive. (One of the reasons I subscribe here)
My close co-worker is now second in charge. Regularly, he is responsible for making decisions in my absence. HOWEVER, he is still stuck in that old pattern of running everything by “the boss”(now me) for approval.
Honestly, besides driving me up a wall, it is extremely counterproductive.
The obvious concern/suspicion is that he is also micromanaging others who report to him.
We have talked more than once now and I feel like I have made it clear that its ok to make most decisions without consulting me. I even laid out loose “triage” guidelines he can follow if it helps him.
I wonder if the reason he won’t change is that he finds some sort of security or comfort in knowing that he can always point to me if a decision goes wrong. Or have I not been successful in instilling the confidence in him he needs to step out and “handle things” and make decisions the way middle management should?
When we have talked about the issue, he references “Well, we had to operate like that for so long, its hard to change”. Well, its been over a year…I’ve been patient but this is cutting into productivity and driving me bonkers attention same time.
I’m trying to transform a once stifled group of individuals into a fast thinking, results obtaining team. I believe this issue is holding us back immensely. Any advice would be much appreciated!
Great post I’m not in a leadership position yet but I’m keeping my eye on these habits
Everyone in the world needs to read this post, this seems to be about social etiquette that we learned when we were young and need to be vigilantly reminded of. We all can identify with many of the statements on the list or know someone who uses these negative leadership habits. Considering their is a ebb and flow to a conversation, how do we ignite more open minds in a group situation, encourage that two way street and improve the health of the organization? Listening is a good start, what is next? I guess we should consider micro managing ourselves first and then micromanaging others might fall away. This reminds me of the statement, “Your a legend in your own mind”!
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