Some business owners manage their insecurities by being eager to please their staff. These owners are reluctant to take independent action or rock the proverbial boat without getting all the key employees to agree to a particular direction or decision. They are so flexible that it's hard to know where they stand on issues. They do not stand up to tough people or make passionate pitches for new ideas. They are overly deferential to their senior staff members.

Some owners manage their insecurities by focusing perfectionistically on the details. They can’t see the forest because the trees are in the way. They find it highly difficult to delegate tasks and authority, shortchanging the professional development of their staff. These owners can’t let go of a task, no matter how small, until it is perfectly completed. They can be inflexible about schedules, rules, and procedures.

Some business owners manage their self-doubts through attention-seeking drama. These owners can be showboats and dominate meetings by constantly talking. Because of the owner’s high drama, employees may feel that their opinions are not wanted or needed by the owner. They will become confused as the attention-seeking owner rambles on and on. Mistaking activity for productivity, these owners have high activity, but nearly absent productivity.

Every business owner has self-doubts at one time or another. Some business owners manage their self-doubt through charm, risk-taking, pushing the limits, becoming easily bored, and being impulsive. These owners believe rules are unnecessary and they move forward making obviously unwise decisions. Because of their impulsivity, they don’t take the time to create support within their staff. Mistakes are finessed with charm. They test the limits and bend inconvenient rules.

Some owners manage their self-doubts by dominating and manipulating others. They turn the attention away from themselves, sometimes, by being unwilling to give up a fight no matter what and when things go wrong, they blame others, rarely taking responsibility themselves. Based on their belief that they have unusual talents and are usually right, these owners verbally pound on their employees – they become the hammer and everyone else is a nail.

Some insecure business owners push others away by ignoring their requests and becoming resentful if they persist. They may take days or even weeks to respond to simple emails or texts. Occasionally, they might be cooperative and cheerful, but usually, they are stubborn and resentful in that they give lip service to important values or projects but do not follow through with action. Some owners may be visibly annoyed when staff unwittingly derail the owner’s private, unspoken agenda.

Insecure business owners sometimes push others away by keeping to themselves, avoiding interactions with new people, and being indifferent to the moods and feelings of others. Appearing to be tough and independent, they come across as aloof and detached from reality. They withdraw from conflict and do not support their staff when needed. Their employees conclude the owner lacks the passion and drive to succeed in business, so they look around for better opportunities.

Insecurities in a business owner can create an unhealthy cautiousness where resistance to change and reluctance to take risks become prominent. An unusual fear of failure leads the owner to require second, third, or fourth opinions before deciding to move forward. Windows of opportunity may close while the owner dithers, frustrating key employees who can clearly see that it’s time to move forward.

As business owners, our insecurities are going to come to the surface for everyone to see when we get under a lot of stress.  Some of us will manage insecure feelings by becoming cynical and distrustful, doubting others’ true intentions, and feeling mistreated. Some owners may obsess over what could go wrong.  Distrustful of other’s true motives, they may push their employees away, usually to the point where their best talent leaves for better situations.

All business owners have insecurities that come to the surface when they are under stress. Some owners manage feelings of inadequacy by avoiding true connection with others. They either become moody and hard to please or they become intense and energetic, only to be suddenly disappointed, lacking perseverance to get results when the going gets tough. Employees will wonder which owner they are getting today creating a schizoid culture that lacks cohesion and predictability.

There is a fine line between confidence and narcissism. Confident business owners rely on their abilities and qualities that have been tested as true. Narcissistic business owners have a grandiose view of themselves and often exploit others they find inferior to themselves. Employees are drawn to confident leaders but are repulsed by narcissistic leaders. Consider this fine line and ask yourself, Do I think more highly of myself than I should?

Narcissistic business owners often disregard the welfare of their employees while demanding that their own desires be satisfied. For example, narcissistic owners may take unnecessary extravagant vacations and then not pay their employees on time. Some owners may over-spend on their own office decorations while not supplying their employees with needed and reasonable tools and technology. Where you spend your money shows what you value.