These Deadly Sins should be a avoided at all costs. The after affects can be detrimental to the progress and growth of your organization.

• It’s We, Not I. It’s Ours, Not Mine. This is your baby. It is your vision. It is your passion. You gave birth to it. You live it and breathe it. You are the only one that burned through your life savings. There is no doubt about your commitment and dedication. Now what about everyone else that you want to be dedicated to the cause? Why will they be committed? Why will they be committed when they are being paid below-market compensation, or only equity, while working crazy hours? When you use words like “my” or “I,” you may not realize the message this sends or the impact it has on people who have invested time and energy in the business and made numerous sacrifices for its success. It is understandable since this is your baby. Entrepreneurs often feel they are entitled to say this is “my” business. For some, it is a source of pride. This seems harmless initially, but it erodes your team’s connection to the venture. If you listen to experienced CEOs, they rarely use words like “I” or “my.” They understand the impact this has on employees—even those of a larger company. For employees of an entrepreneurial venture, the message reads: “Even though you continue to commit your blood, sweat and tears to the company, it is mine not yours.

• Yelling, Talking Over People and Cutting People Off. I’d be lying if I said I nailed this one. Many times in meetings I felt that we were wasting time and that I was already past the issue. This caused me to cut people off and say “Got it.” It got so common that it became an office joke. Don’t do it. Raising your voice is the same. I know what you are saying, “But we just lost our biggest client.” Your people want to see you calm, cool and collected, especially when things are going wrong. Do your best to keep good manners even in the midst of chaos. That’s where it really counts anyway.

• Dismissing How Your Team Feels. Everyone understands that entrepreneurial ventures don’t succeed, or exist, without hard work and dedication. But that doesn’t mean you can ignore the needs and feelings of those struggling alongside you. If you dismiss your employees’ state of mind when you communicate or make decisions, you undermine your company’s strength, resilience and dedication to the business and its customers. You must respect the dedication it takes to do everything from the simplest daily task to the most complex business transaction. To do that, you have to be committed to knowing intimately how they feel and to demonstrating that knowledge through thoughtful action and encouragement. If you are thinking, “I don’t have time to worry about how people feel,” your employees are thinking, “Does our leader really understand the sacrifice we are making?” That question is usually followed by, “I wonder if the sacrifice is worth it?”

• Making Exceptions for the CEO. One of the most damaging behaviors of a young company is demonstrating preferential treatment for its leader. When your team believes that your needs come first, or at their expense, or that the rank and file’s needs are less important than the needs of the leader, it creates an undercurrent of resentment at all levels of employment. Similarly, when the rules apply to everyone but you, it sends the message that the CEO is above the law, and undermines the faith that you have the team’s best interests at heart. On the other hand, when the CEO is the first person on the team to hold themselves accountable, or to be accountable to others, it sends a message that everyone is in this together.