Positioning for managers: The fine line between persistence and stubbornness

What it’s all about

Managers are expected to master a variety of challenges, from managing employees to making strategic decisions and adapting to market changes. One is to find the balance between persistence and stubbornness. While perseverance is often seen as a virtue, stubbornness can lead to problems. But how can managers recognise the difference and ensure that they act persistently but not stubbornly?

The nature of perseverance

Perseverance is one of the key characteristics of successful managers. It stands for the unwavering determination to achieve goals despite obstacles and setbacks. Persistence means thinking long-term, developing strategies and pursuing them consistently. However, it also involves a willingness to accept feedback, learn from mistakes and make adjustments when necessary.

The danger of stubbornness

Stubbornness, on the other hand, is the inflexible refusal to deviate from a chosen path, even when circumstances or feedback indicate that a course correction is necessary. Stubborn managers ignore warning signs and stick to outdated or ineffective strategies, which leads to negative consequences in the long term. Stubbornness can arise for a variety of reasons, including pride, fear of admitting mistakes or lack of flexibility.

Indicators of persistence

Perseverance is characterised by a number of key indicators in managers. An important aspect is continuous learning. Persistent leaders are always open to new knowledge and are constantly looking for ways to improve their skills and strategies. They regularly participate in training, read relevant literature and accept constructive feedback in order to continuously improve their expertise.

Other indicators are flexibility and adaptability. Persistent leaders are willing to adapt their plans when new information or changes in the environment require it. This adaptability shows that they do not stubbornly stick to old strategies, but are willing to adapt to the circumstances in order to continue to be successful.

Moreover, persistent leadership is characterised by a strong goal orientation. Managers always keep the end goal in mind and are not discouraged by short-term setbacks. They are willing to try different ways to achieve their goal and thus show the necessary persistence to be successful in the long term.

Signs of stubbornness

Stubbornness in managers can be characterised by several signs. A typical characteristic is ignoring feedback. Stubborn leaders tend to reject or ignore feedback, even if it comes from trustworthy sources. They stubbornly hold on to their own views and refuse to consider other perspectives, which significantly limits their ability to adapt and improve.

Another sign is resistance to change. These leaders show a strong aversion to any form of change and insist on existing processes and strategies even though they are ineffective. For them, change is not an opportunity for improvement, but a threat to be avoided.

Excessive pride also plays a major role. Stubborn leaders are often strongly driven by their own ego. They are unwilling to admit mistakes or that their original plans may not have been the best. This excessive pride prevents them from making necessary adjustments, which can lead to problems in the long term.

Strategies to avoid stubbornness

One key measure is to promote an open corporate culture. In such an environment, feedback is valued and actively encouraged. Employees feel encouraged to share their opinions and ideas without fear of negative consequences. This creates a working atmosphere in which constructive criticism and fresh perspectives are welcome and support decision-making.

Self-reflection and mindfulness are other important strategies. Managers should regularly schedule time for self-reflection in order to recognise and question their own thought patterns. Mindfulness techniques can help to identify and overcome stuck mindsets. A helpful question in this process is: “Am I really on the best path, or am I holding on to something that isn’t working?” This reflection can create clarity and pave the way for necessary changes.

It is also extremely helpful to obtain external perspectives. Consultants or mentors can provide an objective perspective and help to recognise blind spots. External voices provide valuable input and insights that may be overlooked within the organisation. By integrating these strategies, managers are able to remain flexible and adaptable without falling into stubborn patterns of behaviour.

Conclusion

Finding the balance between persistence and stubbornness is a constant challenge for managers. It requires a combination of goal-orientation, flexibility, openness to feedback and self-reflection. By cultivating these qualities, leaders can ensure that they are persistent enough to achieve their goals without falling into the stubbornness that could jeopardise their success. Managers should always endeavour to maintain a healthy level of perseverance, complemented by a willingness to learn and adaptability.