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The ego is one of the biggest barriers to people working together effectively. When people get caught up in their egos, it erodes their effectiveness,"
Whenever an individual allows pride, envy or hurt feelings to influence his or her judgment, he or she is likely to make decisions that hurt themselves, their team or their organization. Ego-driven behavior can then trickle down to other peers and employees, making it difficult to get anything productive accomplished.
Signs of Ego Barrier Behavior
There are two primary ways in which Ego manifests itself. The first is false pride, which is when you think more of yourself than you should, often pushing others around for credit or spending most of your day promoting yourself. The second is fear or self-doubt, which is when you think less of yourself than you should and are consumed with your own shortcomings.
When managers are addicted to ego affliction, it can significantly erode their effectiveness or the effectiveness of their departments. Managers dominated by false pride are often called controllers. Even when they don’t know what they are doing, they have a high need for power and control.
At the other end of the spectrum are the fear-driven managers, who are often characterized as do-nothing bosses. They are described as never around, always avoiding conflict and not very helpful. They often leave their team members alone, even when these individuals are insecure and need help. Do-nothing bosses don’t believe in themselves or trust their own judgment. They value others’ thoughts more than their own, especially thoughts from those to whom they report. As a result, they rarely speak out and support their own team members.
Signs of Ego Affliction
Spending more time promoting yourself, than discussing other people's ideas: You might insist on being given credit for ideas in meetings, try to poke holes in other people's ideas, ridicule others in your organization or complain that nobody takes your ideas seriously. If your focus is on who was behind a great idea instead of which ideas your company should choose, the ego barrier is probably to blame.
Common Outcomes
The major problem with the ego barrier is that it leads to self-sabotage, or in the case of organizations, sabotage of business interests. When managers give in to their egos, they insist on using ideas that haven't worked in the past, refuse to consider suggestions from others, ignore the contributions of people they don't like or do nothing because they fear being wrong. There may be high turnover rates if employees don't enjoy dealing with a manager because of his ego-based behavior, and day-to-day operations of a company may suffer if the business doesn't change course as soon as behaviors demonstrate a problem.
How to Overcome the Ego Barrier
Managers need to learn to put their egos aside to resolve these problems. There are several ways to do that:
Give Praise: Practice giving credit to others. Whenever you're happy with the way things are going in your business, find ways to praise others in your organization for their contributions. Giving credit to others helps break your habit of taking credit for everything.
Seek Mentorship: Find three people you trust to serve as mentors. Choose mentors you can trust to tell you the truth even when it hurts. Make a commitment to listen to their opinions with an open mind.
Learn: Ask your employees and peers to teach you different tasks. Focus on skills you'd like to learn from each of your employees and make a commitment to learn those skills from them. If you think you’ve got all the answers and don’t need any help, you’re not likely to be interested in collaborating.
Recognize Behavior : One of the best ways to recalibrate an overactive ego is through humility. In organizations, humility means recognizing that work is not all about you; it’s about the people you serve and what they need. For leaders, this means seeing your job as creating and maintaining a motivating work environment that engages employees so they can engage customers.
Create A Vision: Finally, the fifth way to achieving healthy organizational collaboration and minimizing individual ego is to rally people around a shared vision. When everyone shares a clear sense of purpose, process, and practice, it’s amazing what can be accomplished.
So why don't more managers take action to overcome their ego barrier? The main reason is that they may not be aware of what they are doing. The other reason managers sometimes continue to operate from ego even when they can see it is not benefiting them is that it can be painful. Nobody wants to admit that they've been acting irrationally or given into emotions that they may consider "petty." That's why it's important to choose people to consult with whom you trust and who are not afraid to tell you what they really think.
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