The Impact of Poor Values on Personal Growth

Poor values, such as dishonesty, selfishness, or apathy, can stunt your personal development. These values create a mindset focused on short-term gains rather than long-term growth. For example, valuing deceit over integrity may yield immediate benefits, but it undermines trust and credibility over time. Personal development requires a commitment to values like honesty, perseverance, and empathy, which foster resilience and meaningful relationships.

Relationships thrive on shared values, trust, and mutual respect. Embracing poor values can erode the foundation of these connections. Dishonesty, manipulation, or a lack of accountability can alienate friends, family, and colleagues. Trust, once broken, is incredibly difficult to rebuild, leaving you isolated and struggling to form meaningful connections. By prioritizing values that promote respect and authenticity, you can build and sustain stronger, more fulfilling relationships.

In the workplace, your values define your reputation and influence your career trajectory. Poor values such as a lack of accountability, unethical behaviour, or constant self-interest can hinder collaboration, tarnish your image, and even lead to professional failure. Employers and colleagues gravitate toward individuals who demonstrate integrity, reliability, and teamwork. Cultivating strong values ensures you remain a valuable asset to any organisation.

Living by poor values often leads to internal conflict and emotional turmoil. When your actions conflict with fundamental human principles like fairness and kindness, it can result in guilt, anxiety, or a sense of emptiness. Positive values, on the other hand, promote mental well-being by aligning your actions with your sense of purpose and identity, creating a life that feels meaningful and rewarding.

My dislike for poor leadership

As a leadership coach, I work daily with individuals and organizations who aim to grow, improve, and become the best versions of themselves. Along this journey, I often encounter people struggling under ineffective or “bad” leadership. My mission is clear: to help leaders grow in a way that positively impacts both their teams and organizations. And one of the strongest motivators behind this mission is a dislike—if I’m honest, a bit of a disdain—for bad leadership.

But let’s clarify what “bad” leadership actually looks like. It’s not about lacking charisma or being an introvert. It’s about leaders who consistently fail to inspire, empower, or respect their teams.

One of the most frustrating aspects of poor leadership is how it limits the potential of those they lead. When leaders fail to create a growth-oriented environment, it affects everyone beneath them. Whether it's through micromanagement, lack of trust, or failure to provide clear direction, ineffective leadership holds people back from what they could achieve. Bad leaders see subordinates as “resources” rather than individuals with unique abilities and ambitions, often resulting in demoralized teams and stagnant careers.

Leaders have a major influence on team morale and culture. Negative, inconsistent, or selfish leadership styles can foster a toxic work environment where collaboration and communication break down. Poor leaders often fail to provide genuine support, acknowledgment, or constructive feedback, leading to frustration, disengagement, and burnout. In my coaching experience, morale improves dramatically when leaders are transparent, supportive, and willing to invest in their team’s growth.

Communication is the lifeblood of effective leadership. Unfortunately, bad leaders are often poor communicators. They may be unclear, inconsistent, or neglect to communicate at all. This can leave team members feeling unsure of what’s expected, hesitant to ask questions, and unclear about how their work contributes to the overall mission. When people aren’t given a clear path forward, it creates confusion and hampers productivity. A good leader, on the other hand, shares their vision, outlines expectations, and encourages dialogue.

Nothing kills motivation faster than a leader who doesn’t inspire. In some cases, this might look like setting unrealistic goals without supporting the team, ignoring the hard work that goes into a project, or even taking credit for others' ideas. Instead of motivating team members to excel, these behaviors cause them to disengage, eroding initiative and creativity. For a team to thrive, its leader must be willing to recognize and reward contributions, encourage innovative ideas, and genuinely celebrate successes.

Finally, bad leadership isn’t just a “soft” problem. It impacts the bottom line. Ineffective leaders create inefficient processes, lead teams into unnecessary conflicts, and increase turnover rates, all of which drain a company’s resources. They may also lose clients, alienate partners, or compromise the brand's reputation. On the contrary, good leadership is an investment that pays off in countless ways: stronger team performance, increased loyalty, and a more adaptable, future-ready organization.

At Vanguard Leadership Solutions, I’m committed to transforming ineffective leaders into impactful ones. My approach is rooted in empathy, strategic growth, and personal accountability. I believe that effective leadership is a skill that can be developed, refined, and mastered, and that anyone who is willing can become the kind of leader others want to follow. Leaders who bring out the best in their people are invaluable, not just to their organizations but to every individual they impact.

In the end, my dislike for bad leadership comes from a place of passion for seeing people succeed. When leaders fall short, they don’t just affect bottom lines; they affect lives. That’s why my goal is to equip leaders with the skills and mindsets they need to lead with purpose, integrity, and a commitment to the growth of everyone around them.

You need to be tested

In the workplace, true leadership goes beyond simply holding a title or mastering theoretical knowledge. Effective leadership requires navigating complex, often unpredictable scenarios, making quick, sound decisions, and inspiring others to follow with confidence. While many organisations invest in leadership training, far fewer incorporate the critical component of testing these skills in real-time settings. Here’s some of the reasons why leadership needs to be tested and why putting skills into action is essential for building truly resilient leaders.

Bridging the Gap Between Theory and Practice

Leadership theories and models can provide excellent frameworks, but without real-world application, their value remains limited. Testing leadership in action bridges the gap between classroom learning and workplace realities. By putting their skills to the test, leaders learn to apply theoretical concepts in dynamic environments, adapting as situations evolve. This builds a stronger foundation and allows leaders to make mistakes, learn from them, and grow in a supportive setting before facing high-stakes challenges.

Developing Emotional Resilience and Decision-Making Under Pressure

One of the hallmark traits of a strong leader is resilience, especially in the face of adversity. However, resilience isn’t built in a vacuum. It’s cultivated by working through challenging situations, handling setbacks, and continuing to lead effectively under pressure. By testing leaders in controlled yet realistic scenarios, they gain valuable experience managing stress and making decisions amidst uncertainty. This trial-by-fire approach strengthens their ability to maintain composure and clarity, even in the most difficult situations.

Encouraging Adaptive Problem-Solving

Real-world leadership demands adaptability and flexibility. While a solid plan is essential, leaders must be prepared to pivot when circumstances change unexpectedly. Testing leadership in real scenarios encourages adaptive problem-solving by presenting situations with variables that aren’t in the manual. Leaders learn to think on their feet, consider alternative solutions, and adjust their approach to meet evolving demands. This adaptability is a key asset in any organizational setting where challenges can change quickly.

Building Trust and Fostering Collaboration

Effective leaders inspire trust and foster collaboration among their teams, but trust is not built overnight. Testing leadership allows leaders to demonstrate their capabilities and commitment in front of their team members. When employees see their leaders handle tough situations with integrity and resilience, they’re more likely to trust them and feel motivated to collaborate. This shared experience can strengthen bonds within teams, improving morale and unity in the workplace.

Receiving Constructive Feedback for Continuous Improvement

A critical aspect of testing leadership is the opportunity for reflection and feedback. After each exercise or real-time scenario, leaders can receive constructive feedback that highlights their strengths and areas for improvement. This continuous feedback loop is essential for personal growth and can help leaders refine their skills over time. Testing leadership in a structured environment with expert guidance allows leaders to internalize these insights and make proactive changes to their approach.

Preparing for the Unpredictable: Real-Life Readiness

In the ever-evolving business landscape, leaders are often called upon to make decisions that will impact not just their teams but the entire organization. Testing leadership prepares leaders for the unexpected, equipping them with the experience and confidence to tackle challenges that don’t come with a script. This readiness can make a significant difference when they’re faced with real-world pressures, helping to avoid costly mistakes and build a more agile, resilient organization.

Leadership testing is not just an exercise; it’s a vital component of effective leadership development. Organizations that prioritize testing as part of their leadership training programs empower their leaders to act with confidence, resilience, and adaptability. In turn, these leaders are better equipped to navigate the unpredictable, inspire their teams, and drive their organizations toward lasting success.

The Problem Of Nepotism

Why Nepotism is Detrimental in Leadership

Nepotism, the practice of favoring family or close friends in hiring and promotions, is a contentious topic in the workplace. While leaders may feel that involving trusted people in key roles offers a sense of loyalty or continuity, the truth is that nepotism can cause serious harm to an organization’s productivity, morale, and overall success. Here’s why nepotism often backfires in leadership and how it can undermine even the most promising organizations.

1. Undermines Meritocracy and Quality

When positions are given based on family or friendship ties rather than skills and experience, the organization becomes less meritocratic. Leadership roles are crucial—they demand experience, knowledge, and competence. Hiring or promoting individuals who lack the necessary qualifications results in subpar decisions and inefficiencies. Over time, this can drag down productivity and, ultimately, the organization’s reputation for excellence.

2. Damages Employee Morale and Motivation

In any organization, people are more motivated to give their best when they feel that hard work and talent are rewarded. When employees see others advancing because of nepotism, it can lead to frustration, resentment, and disengagement. Many employees might feel that no matter how hard they work, opportunities will be out of reach unless they have a personal connection with leadership. This erodes morale and often causes talented individuals to seek other opportunities where they’ll be valued based on merit.

3. Erodes Trust and Credibility in Leadership

Trust is a fundamental aspect of effective leadership. Employees need to feel confident that their leaders act in the best interest of the team and the organization, rather than for personal gain. Nepotism undermines this trust. When leaders favor family members or friends, it can create a perception that their actions are biased and self-serving. Once trust is lost, it’s challenging to regain, and leaders may struggle to inspire loyalty or motivate employees to buy into their vision.

4. Reduces Innovation and Diversity of Thought

Innovation thrives in environments where diverse perspectives are encouraged and valued. By choosing familiar individuals rather than qualified candidates with unique experiences or fresh ideas, leaders risk limiting the organization’s potential for innovation. Nepotism creates an echo chamber where only certain voices are heard, stifling creativity and preventing the organization from exploring new approaches to problem-solving.

5. Encourages Groupthink and Poor Decision-Making

When leaders surround themselves with family members or close friends, they’re more likely to face groupthink—a phenomenon where the desire for harmony and conformity within a group leads to irrational or poor decisions. Groupthink can prevent teams from challenging ideas, questioning decisions, or presenting alternatives, resulting in a narrow viewpoint. By relying on an “in-group,” leaders miss out on valuable, critical perspectives that could otherwise improve decision-making.

6. Harms Company Reputation and Credibility

Perception is powerful. When nepotism is obvious within an organization, it can damage the company’s reputation both internally and externally. Employees may feel demoralized, while clients and partners may question the company’s integrity and professionalism. Organizations known for nepotism might also struggle to attract high-quality candidates, as talented individuals tend to gravitate toward companies that value fairness and meritocracy.

7. Raises Ethical and Legal Concerns

In some cases, nepotism can lead to discrimination claims, especially when qualified candidates are overlooked due to favoritism. This creates ethical issues about fairness and equal opportunity in the workplace. Additionally, nepotism can create conflicts of interest, which could raise questions about the organization’s ethics and integrity, potentially leading to legal challenges that further damage the company’s standing.

Final Thoughts

Leadership requires a commitment to building a strong, high-performing team based on skill, merit, and alignment with the organization’s goals. Nepotism, however, stands in direct opposition to these values. Leaders who prioritize family and friends over qualified candidates may find short-term comfort but risk long-term damage to morale, productivity, and trust within the organization. A transparent, merit-based approach is not only ethical but also essential for creating a dynamic, innovative, and resilient organization.

Importance of leadership

I founded Stoic Leadership Academy because of the leadership experiences I’ve had throughout my life. I’ve witnessed both the negative and positive impacts that leadership can have, and how it profoundly affects the morale of a team and everyone around them.

I encountered plenty of poor leadership. One instance that stands out was a company commander during my time in the army who prioritised his own image over the well-being of his men. We would often spend hours standing on the parade square—sometimes up to six hours—waiting to be dismissed for the weekend, long after other companies had been released. All of this was done to enhance the commander’s standing with his superiors, ensuring every minor task was completed just to make him look good. The negative effect this had on morale was staggering, and over time, many soldiers were looking for any reason to leave the company.

On the flip side, I’ve also seen great leadership in action. One company commander, who remains a role model to this day, exemplified everything a leader should be. He always put his men first, cutting through unnecessary tasks to make our lives easier. The impact of his leadership was incredible—everyone in the company worked as hard as they could for him, not because they had to, but because they wanted to.

Leadership is about giving and receiving. When you, as a leader, give your all to support your team, it will be reflected in their work ethic and loyalty. Leadership is not only crucial to the success of a business but also to your personal growth and the development of those looking up to you.

If you would like to elevate your leadership game then please get in touch.

A Young Leader

Throughout my life, I’ve often found myself in leadership roles, even from a young age. This started as early as primary school, where we had three teams for sports day, each named after local areas we represented. At the age of 10, I was made captain of Team Erlston. Looking back, I think it was because I was the fittest in my class.

Another notable moment came when I was appointed chairman of our Robert Burns Supper at 12. As chairman, I had to stand up in front of families, recite poems, and present prizes. It was a significant responsibility at that age.

As a child, it's easier to step into leadership roles if you stand out in certain areas—whether it’s being the fittest, the strongest, or the most confident. These early experiences lay a solid foundation for future leadership roles. However, the challenge arises for those who’ve never had these opportunities but find themselves in leadership roles later in life, often due to time served or simply being well-liked. Without proper leadership training, these individuals may struggle. While some might naturally adapt and become strong leaders, more often than not, they fall short.

The goal of my Revolutionary Leadership Academy is to minimize the number of unprepared leaders by offering high-quality leadership training and regular evaluations. My vision is to ensure that all businesses invest in effective leadership training for their staff, laying the groundwork for successful leadership at every level.

The birth of my leadership vision

My first job, at 13, was as a kitchen porter at a hotel. It was also my first experience with poor leadership. I quickly realized that not all business owners or managers were strong leaders. I often wondered how the business managed to be successful when the staff constantly complained about the work environment and leadership.

As I got older and reflected on this experience, I came to understand that the hotel's success was not due to the business owner, but rather to the leadership of the head chef. In my youth, I assumed the owner, as the person in charge, was responsible for leading the team. But with time, I realized that wasn’t the case. The head chef, though not highly educated, was incredibly likeable and had a gift for connecting with people. His communication skills earned him the respect and loyalty of both the staff and the customers.

It became clear how essential his natural leadership was when he left the hotel and the business quickly began to decline. He was a natural leader, someone I admired as a teenager.

Looking back, this experience taught me important lessons about leadership—both good and bad—and how it impacts business. It showed me that a business can thrive when mid-level managers have strong leadership skills. This realization is one of the reasons I founded the Stoic Leadership Academy. My business focuses primarily on educating and training mid-level management to develop the influence and skills necessary to thrive in the workplace.

However, I also recognize the need to address poor leadership at the top. That’s why I also offer training and coaching for business owners, entrepreneurs, and senior management, ensuring leadership excellence at all levels.