Would you please stay away from individuals who are more concerned with their Ego than with their results? Knowing what is correct, receiving the credit, doing it myself, not requiring any assistance, and so on are meaningless when you are miles behind others who are just concerned with getting something done. You can pay a cheque, but you cannot cash in on your emotions or your pride.
The Ego is one of the biggest barriers to people working together effectively. When people get caught up in their egos, it erodes their effectiveness,” writes new PEX Network columnist Tristan Boutros, SVP & Chief Transformation Officer at the Warner Music Group…
This is because individuals with an inflated ego misinterpret their significance. When that occurs, individuals tend to think of themselves as the universe’s centre and start to put their desires, security, reputation, and convenience ahead of the people they influence.
When you allow pride, jealousy, or emotions of inadequacy to affect your decision-making, you will take actions that work against yourself, your team, and your company. Furthermore, when people pursue their interests, this leads to harmful behaviours, like corruption, which trickles down to others and impairs their ability to achieve anything.
There are two primary ways in which Ego manifests itself. The first kind of Ego is egoistic pride, which is when you put yourself ahead of others and often abuse people so that you get credit or attention. In addition, anxiety or self-doubt causes you to think of yourself as a worse person than you should, which impairs your overall judgment.
Managers who suffer from an unhealthy addiction to self-doubt will undermine their efficacy and their departments’ effectiveness. Managers who are controlled by pride are referred to be controller types. They may not be aware of their motivations, but they are motivated by power and control. Everyone realizes they are incorrect, but everyone will still claim they are right. The phrase “not supporting their teams” is often associated with these people. Because they desire to go forward, leaders and their associates favour authority over their direct subordinates.
In contrast to these managers are the managers who suffer from fear, frequently referred to as cowardly bosses. In other words, they are never around, avoiding confrontation at all costs, and not very helpful. Leaders frequently allow their employees to fend for themselves even though these people are uncomfortable and need assistance. Dull, lackadaisical managers lack confidence in their judgment. They place equal importance on the ideas of others as their own, particularly those from people who report to them. Due to this, team members seldom come out in favour of one another.
One of the main challenges of the ego barrier is that it increases the risk of self-sabotage or, to put it another way, it contributes to corporate self-sabotage. If managers allow their egos to influence their decisions, they disregard prior failures, refuse to heed ideas from other individuals, and dismiss any contribution made by those they dislike. Managers may have a high turnover rate due to their ego-based behaviour, and the firm’s daily operations may be hindered if the organization does not adapt quickly when actions show a problem.