I am slightly shifting the equation as Mr Gallwey in his book is referring to ones inner voice as supplying the interference, whereas I am referring to a leaders behaviours as creating interference for those who interact with them. A global consultancy called DDI, reckon that 1/3rd of all internal promotions fail, purely based on ineffective leadership behaviour, that’s substantial.

As an executive coach I come across a great many senior managers and have become a fan of the following list of derailers found in the work of Dolitch and Cairo in their book Why CEO’s Fail:

1. Arrogance: You’re right and everybody else is wrong.
2. Melodrama: You always grab the center of attention.
3. Volatility: Your mood swings drive business swings.
4. Excessive Caution: The next decision you make may be your first.
5. Habitual Distrust: You focus on the negatives.
6. Aloofness: You disengage and disconnect.
7. Mischievousness: Rules are made to be broken.
8. Eccentricity: It’s fun to be different just for the sake of it.
9. Passive Resistance: Your silence is misinterpreted as agreement.
10. Perfectionism: Get the little things right even if the big things go wrong.
11. Eagerness to Please: Winning the popularity contest matters most.

Any of these ring a bell? Often I am called upon to work with senior managers who are in danger of being sacked if they don’t get back on track, which is probably the most challenging time to be working with someone. At the end of the process I have a simple message for the business and the individual; and that is to make sure there is a mechanism for getting anonymous, honest and regular feedback.

Which will ultimately mean 360 Degree Feedback which when brought into the business not as a performance tool, but as a development tool, will deliver timely information to an executive team that often struggle to look in the mirror and see a true reflection.