by Rob Steinberg
One of the most pernicious and pervasive problems in business is the “I Can Do It Alone” attitude that is adopted by so many so-called managers and leaders. These types are not the just founders of early stage businesses; they are commonly found in businesses at all stages of development. It is difficult to call these people managers and leaders because the attitude creates a condition in which they can’t possibly be effective in managing and leading others. Their trust level essentially extends only as far as themselves.
What are the impacts of the attitude?
Good management consultants can easily have an immediate impact on profitability because, as outsiders, they bring immediate attention to a key issue and have a singular focus on it. However, we are often delayed by the “I Can Do It Alone” types from providing helpful insight and solutions that will quickly advance a business. The syndrome may also arise once we are hired and then are stopped dead in our tracks, even though we are clearly on a path to making positive impacts.