Over the weekend, I had a fascinating conversation with my good friend Paul, a CEO of a utility company. Paul has seen it all—leading organizations with assets worth hundreds of millions and managing large teams. Naturally, I couldn't resist asking him about the top three leadership dysfunctions he's observed in his years of experience. Without hesitation, he laid out his thoughts, and here they are:

1. Hoarding Information: The Dark Art of Keeping Secrets

Paul's first point was about leaders who hoard information like it's some kind of ancient treasure. These leaders believe that by keeping critical information to themselves, they maintain control and power. The result? Decisions get made in a vacuum, and the rest of the team is left in the dark, wondering how and why certain choices were made.

This secrecy breeds confusion and mistrust. Team members don't understand the rationale behind decisions, leading to poor execution and missed opportunities. If you're a leader, remember this: Information isn't your personal treasure—it's a tool for empowering your team.

2. Indecision Paralysis: The Quest for Perfect Information

The second dysfunction Paul mentioned is the inability to make timely and consistent decisions. Waiting for the perfect information before making a call can be a career killer. "I make decisions when I have 60 to 70% of the information," Paul said, "because waiting any longer creates unnecessary crises."

He's right. Delaying decisions in the pursuit of perfection leads to stagnation, overworked employees, and missed deadlines. Of course, making decisions with incomplete information means you'll occasionally make mistakes. But as Paul wisely pointed out, "That's part of the job. Own up to it, fix it, and move on."

3. Failure to Delegate: The Lone Ranger Syndrome

The third dysfunction is the reluctance to delegate. Some leaders seem to believe they are the only ones capable of doing anything right, which leads to micromanagement and burnout. By not delegating, they not only overwhelm themselves but also fail to leverage the full potential of their team.

Delegation is more than just offloading tasks—it's about trust and growth. When leaders delegate effectively, they empower their team members, foster a sense of ownership, and free themselves to focus on higher-level strategic issues.

Conclusion

In leadership, dysfunction can lurk around every corner. Hoarding information, indecision, and a failure to delegate are just a few of the pitfalls that can derail even the most promising careers. As Paul succinctly put it, overcoming these dysfunctions requires a commitment to transparency, decisiveness, and trust. So, take a leaf out of Paul's book—make the call, share the knowledge, and let your team shine.