Some leadership challenges are predictable: inspiring your team, guiding organizational change, prioritizing the right things at the right time. Other challenges are less expected, and don’t always become apparent until you’re forced to face them head-on. 
1. Fighting the penalty of segregation
Below are the perks of authority, there is an invasive and potentially debilitating sense of segregation that can compromise a leader’s capacity to direct their organization successfully. The corner office you are seen now might like nothing at first.
Being separated at the top can compromise your decision making and management effectively both of which require having direct information about a situation as possible
So how can leaders avoid separation from impairing their judgment? Step outside of the executive fizz and make interacting with people at every level of your organization part of your routine.
But make an effort to connect with people outside of your regular circle of advisors to get some raw insight into how the company is doing. 
2. Combating skepticism to build genuine Relationships
In the study, participants were asked to describe a recent favor they’d received. The descriptions were notably free from power dynamics, with most people describing something nice someone had done for them without pretext,
Next, half of the participants were given an exercise to make them feel more powerful. When this group was asked to recall the same favors they’d described earlier, they were significantly more concerned about the motivations behind the favor.
Those who did not complete the power-increasing exercise didn’t have the same reaction when asked to describe their favors again — they remained unconcerned about the motivations.
“When individuals have power, they know they are more likely to be the target of opportunists, who use kind words and seemingly selfless acts not for altruistic reasons but to further their own selfish goals,”
This suspicion can stunt a leader’s ability to form meaningful connections with those around them, since they’re always preoccupied with the motivations behind acts of kindness.
3. Accepting Dissent
Once they rise to positions of power, most people become worse listeners. Research published in Organizational Behavior and Human Decision Processes revealed a negative relationship between subjective feelings of power and use of advice.
In other words, the more powerful a person feels, the less likely they are to seek out and actually listen to advice from those who disagree with them.
, has made dissent part of his company’s regular work flow, encouraging employees at all levels to offer up opposing viewpoints and ideas.
Our main mantra is speed, respect and an obligation to dissent, don’t have a meeting with your boss where you agree with him on everything he says. 
If you have an obligation to dissent, then we get the best minds and we get the best outcomes. People like living in that environment. They feel valuable. People become fearless.”
Seeking out constructive dissent isn’t necessarily an easy task, especially for executives at the very top of their companies. Subordinates tend to inherently present an agreeable view on things, shielding their leaders from many of the nitty-gritty details.
Leaders who want to escape the echo chamber need to actively seek out differing opinions. It’s not enough to ask your current advisor to just start challenging you more although this can be helpful.
You need to connect with people both within and outside of your company from diverse backgrounds who can not only challenge your beliefs, but also share new viewpoints you wouldn’t have otherwise considered.
4. Balancing self-confidence and Collaboration
Every leaders need to find a well balance between self-confidence and collaboration to be successful. Unusual leaders believe, they know best about how their thoughts should be accomplished.
But they still need more than sheer confidence and uncooked dream to guide their organizations toward success. They need teamwork to get things done.
The problem for self-confident leaders is that the same self-confidence enables them to make daring decisions. So how can leaders collaborate without compromise their dream?
In addition to surrounding themselves with a diverse group of advisors, leaders need to do open-mindedness and humbleness when soliciting advice from others. 
Don Justice who extreme pursuit his personal visions, knew there was incredible value in setting aside his preconceived notions to hear what other people had to offer, even just temporarily.


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