Biggest Mistakes the Leaders According to the video that was released Harvard Bussiness Publishing's "The Biggest Mistake a Leader Can Make", the biggest mistake made by the leaders, according to experts who attended the Harvard Bussiness School A Symposium: imagining the Future of Leadership is as follows: 1. Bill George (Proffessor, Harvard Bussiness School): In the last twenty years the biggest mistakes on a leader-and that makes me upset, is to put forward their personal interests rather than the organization. They are more chasing money, fame, power, success for himself by running the organization. As Peter Drucker says, leadership is about responsibility. The leaders have a great responsibility towards the people around him, employees, customers & shareholders. And the essence of good leaders are those who are responsible. 2. Evan Wittenberg (Head of Global Leadership Development, Google, Inc.): Betraying Trust, they betray the trust given to them. Because trust is something very valuable in dealings between the leader and others. 3. Dr. Ellen Langer (Proffessor, Harvard University), Be Certain. Everything changed, many things unpredictable. When a leader feels that no major changes are happening, things 'as usual', then when that paradigm there, you can bet he will not give more attention because it was already out. Because of that leader must have the knowledge to be able to draw lessons from the change. 4. Andrew Pettigrew (Professor, Said Bussiness School, University of Oxford): Not live up the values. They do not run the values they profess. This is what I see more and more popping up lately. 5. Gianpiero Petriglieri (Affiliate Professor of Organizational Behavior, INSEAD): too obsessed with the vision to be achieved. On the other side of leadership, leaders who have an obsession with what he wants to achieve is a good leader. But, if 'too' obsessed then this will cause them to be single minded, so it loses the ability to see clearly. Everyday language: "Anyway ...." 6. Carl Sloane (Professor Emeritus, Harvard Bussiness School): arrogance. It may cause the occurrence of the distance (social distance and power distance) so that it can cause the organization demotivated. It will also cause large possibility for the occurrence of errors increases. 7. Jonathan Doochin (Leadership Institute at Harvard College): acting to fast. execution before actually understand the conditions encountered. Because it would be nice if before taking their decision 'step back' because it will influence decisions taken short-term and long term. 8. Scott Snook (Associate Professor Harvard Bussiness School): all about the leader, everything about the Leader. There should be something bigger that a concern. The second is not being authentic, ambivalent leader / differs between the front and one behind. in front of the person- nyanjungnya flattering, but at the back of the person is actually dropping. 9. Daisy Wademan Dowling (Executive Director, Leadership Development at Morgan Stanley): not yet self-reflective. They never learn from mistakes and decisions ever made.