Peter Drucker once said, "Most leaders don't need to learn what to do. They need to learn what to stop."

How true. Can you imagine your boss admitting a personal failing and outlining his efforts to stop doing it?

Probably not. There are good reasons for this. Leaders try to maintain a positive tone and commitment to positive action. Recognition and reward systems acknowledge the doing of something. Leaders get credit for doing good things—rarely for ceasing to do bad things.

What’s Wrong With Us?

I find that the 20 flaws that hold most people back are rarely flaws of skill, intelligence, or personality. They are challenges in interpersonal behavior, often leadership behavior. They are the egregious everyday annoyances that make your workplace noxious. They are transactional flaws performed by one person against others.