The 7 deadly sins of leaders - even in the digital age

Leading people and organizations - this task already had dignitaries in ancient times; regardless of whether they were "leaders" in the service of the Egyptian pharaohs or Roman emperors, for example. Religious leaders also faced this challenge - for example, those of the Catholic Church. For after the Christian faith became the Roman state religion in the year 380, the Church developed into such a large and powerful organization that it can be compared to a multinational company with many subsidiaries, with its numerous bishoprics, orders and monasteries.

Seven deadly sins that are still relevant today

A relevant question for the decision-makers in the church was thus: According to which principles do we lead our organization? And: How should their "leaders" behave? For it was clear to them: If our ministers misbehave and do not give behavioral guidance to their staff, our organization will fall apart.

Pope Gregory I also dealt with this topic and formulated the "Catalogue of Vices" at the end of the 6th century. In it he lists 7 root sins, which are often mistakenly called mortal sins. They describe attitudes and behaviours that lead to misbehaviour and thus to undesirable developments. These 7 root sins are still relevant today. Managers who are true leaders intuitively avoid them.

Root sin 1: Superbia (arrogance, glory-seeking, pride)

For Gregory I this was the most serious sin. For it was for him the expression of a self-centeredness. That is, the arrogant person no longer sees himself as part of a greater whole. He feels superior to those around him and indulges in fantasies of omnipotence. "I can do anything - control, dominate, do." The arrogant person lacks humility: he is no longer aware of his dependence on others and his limitations.

Even managers are not immune to arrogance - especially if they have often demonstrated their excellence and achieved above-average results. If they live in an ivory tower and are surrounded only by admirers and "courtiers", there is a danger that they will lose touch with reality. Then failure is foreseeable. Because, as we all know, pride comes before a fall.

Prevention:

• Surround yourself with people with backbone who will give you honest feedback.
• At times, consciously move into milieus where your professional status counts for little.

Root sin 2: Avaritia (avarice, greed, avarice)

"The main thing is to win," "The main thing is to do well and get ahead." He who thinks and acts only in such categories and always tries to get the best for himself becomes lonely. He finds neither friends nor allies - except those who make a temporal pact with him in order to pull him over the table at the first opportunity. Just as the greedy man would do in his turn.

For greedy people, contracts, promises, relationships only have value as long as they profit from them. Their fellow men sense this. So they don't develop trust with them. That's why, when push comes to shove, greedy people stand alone. No one backs them up - except a few paid lawyers.

Many a manager is threatened by "Avaritia". Because if you want to get to the top, you have to have a certain bite, i.e. ambition. Many an organization has also been gripped by avaritia. The result: customers are duped, suppliers and employees squeezed like lemons. The result: disloyal customers, suppliers and employees, from which success suffers, at least in the long term.

Prevention:

• Realize how important reliable partners are for achieving (life) goals.
• Remember once in a while: being (and living) is more than having.

Root Sin 3: Luxuria (waste, debauchery)

What is really important to our boss? The success of the company? Or is it rather his own elevator and chauffeur? Or good press? (Not only) employees have a fine nose for such things. They sense exactly when the boss is really concerned with the big picture and when he primarily wants to satisfy his ego.

Accordingly, business leaders should be careful about enjoying their personal success - publicly. For example, by ostentatiously adorning themselves with the insignia of power and status symbols. Because by doing so, they send the wrong signals to their employees. Those who bask in the glow of success with too much self-absorption also create a lot of envious people - envious people who wait for "missteps" to then publicly denounce and exploit them. Many an "ex-manager of the year" can sing a song about this.

Managers, as representatives of their companies, should also always keep the right balance when it comes to enjoyment. After all, everything they do is ultimately identified with their companies - regardless of whether this happens inside or outside the company walls.

Prevention:

• Ask yourself regularly: How do my actions affect those around me?
• Remember, modesty is also a virtue.

Root Sin 4: Ira (Anger, Rage, Retaliation)

The outbursts of rage of some "alpha dogs" at the top of the company when something displeases them are almost legendary. And some enjoy "dissecting" subordinates or weaker people with words in front of an audience.

Only masochists like to work with "sadistic despots". Self-confident employees either turn their backs on their own initiative or they are "fired" - because they dared to speak openly. The result: The Ira-plagued company leader is at some point surrounded only by "kippers" whose entire thinking and actions are aimed at pleasing the "master". In other words, the boss becomes an isolated patriarch to whom only selected and often embellished information reaches. This reduces his power of judgement and increases the danger of wrong decisions - which are gleefully registered by the teased "partners" and "subordinates".

Prevention:

• If you feel angry, sleep on it first, instead of giving "partners" spontaneous, possibly hurtful feedback.
• Remember, one wrong word in the wrong place at the wrong time has destroyed many a long-term relationship.

Root sin 5: Gula (gluttony, gluttony, intemperance)

"No pain, no gain" - "No pain, no gain". Almost all managers have internalized this maxim. Therefore, there is a danger that at some point their lives will revolve only around work, while other areas of life wither away. This shortcoming is also felt by those affected. So they have to compensate - for example with drugs like alcohol. Or with tablets that help to bear the stress. Or with the search for the ultimate kick - be it in some affairs or other adventures that give the sufferers the feeling: I'm still alive.

But unfortunately, this is usually associated with little enjoyment, because: Enjoyment requires time. Accordingly, things quickly lose their appeal. So the "dose" must be increased in order to still feel something. Thus begins a vicious circle purchase, which often ends in a breakdown or in a cynical attitude to life.

Prevention:

• Listen to the warnings of friends and relatives.
• Allow yourself some time out now and then to ask yourself: Am I still on the right path in life?

Root Sin 6: Invidia (Envy, Jealousy)

To compete with others and to emulate them - this seems to be a central driving force of human beings (... and this is also the basis of the market economy).

However, this creative drive becomes destructive when it results in the maxim: I must always be the best, the greatest, the most successful. For then jealousy and envy grow out of this. In other words, the other person's success is not grudged because it apparently calls one's own into question. So the success of the other person must either be destroyed or relativized, i.e. diminished, so that it does not eat away at one's own ego. This makes it impossible to learn from the other and possibly forge an alliance with him from which all parties benefit. Envy destroys any form of cooperation.

Prevention:

• Be aware of your own successes instead of always staring at the successes of others.
• Allow other people and organizations their success too. Because they have earned it too.

Root Sin 7: Acedia (Sluggishness of the Heart and Mind)

In contrast to Gregory I, today I would see the acedia as the "gravest sin". For whoever suffers from a sluggishness of heart and mind, ultimately does not care about anything. That is, for lack of curiosity and interest, he no longer perceives much in his environment. And if he does? Then it triggers no emotions in him: neither joy, nor anger, neither curiosity, nor motivation. So there is no reason for him to think about what is happening around him and what is changing there. And certainly he does not see in it any reason to question his own thoughts and actions. The consequence of this laziness of thinking: The "sufferer" does not develop further, which is why at some point she gropes through life (and the corporate landscape) like a fossil from the past.

People and organizations suffering from acedia suffocate over time in their routines of thought and action. Even if they were once at the top, they increasingly slide into mediocrity - often without registering this. For lack of curiosity, they hardly communicate with their environment anymore.

Prevention:

• Go through life with your eyes open.
• Seek out targeted conversations with people who (want to) make a difference - be it in the field of culture, technology or business.The root sins are ultimately basic principles for a balanced life and for avoiding too much ego-centricity - something that would do many leaders good. Perhaps a new (old) contribution to the current discussion on the topic of "leadership in the digital age"?

About the author: Dr. Georg Kraus is managing partner of the management consultancy Dr. Kraus & Partner, Bruchsal. He holds a degree in industrial engineering and a doctorate in project management from the TH Karlsruhe. He is a lecturer at the University of Karlsruhe, the IAE in Aix-en-provence and the Technical University of Clausthal.