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Ask people to name some characteristics of leaders they admire, and the answers come pretty easily. You will hear impressive terms like:

• Intelligence
• High Standards
• Integrity
• Determination
• Vision

But here's what I find fascinating. When I hear about management flaws and shortcomings -– situations in which leaders disappoint their followers –- I rarely hear about behaviors or traits that are the opposite of those good qualities.

To illustrate, I've listed the opposites on the chart below:

The flawed managers I hear about are rarely described by those "opposite" terms.

Instead, I hear about terms I describe as Evil Twins. My Evil Twins theory posits that flawed managers demonstrate the bad side of some otherwise wonderful traits. Sometimes it is a good characteristic taken to extremes. Sometimes the managers are trying hard to do the right thing, but their execution comes off as the Evil Twin.

Here's what that looks like:

I developed the Evil Twin theory after spending lots of time with newsroom managers working on their growth. I see it in my newsroom visits, in phone and e-mail coaching I do with managers, and in our Poynter seminars.

At Poynter, our seminar participants get written feedback from their newsroom colleagues about their strengths and challenges, so they sometimes meet their Evil Twins right there in black and white.

I see how frustrating it is for well-intentioned managers who are trying to lead effectively, only to discover that what they THINK they are saying and doing isn't what their team is perceiving.

Some examples:

• An editor who cares deeply about keeping mistakes out of the paper sees herself as "Vigilant." Staffers see her Evil Twin, "Relentlessly Negative."
• An editor with a lot of tasks to accomplish each day sees himself as "Efficient and Businesslike." Reporters see his Evil Twin, "Impatient and Unfriendly."
• An assignment editor who wants staffers to feel they have a voice in the day's news rundown sees himself as "Collaborative." Staffers see his Evil Twin, "Indecisive."

Sometimes, we are introduced to our Evil Twins long after those shady siblings have begun doing harm. During annual reviews, for example, we might be smacked in the gut with a revelation about our shortcomings.

How, we wonder, could this be? Why didn't anyone bring this up before?

It is then we learn how hard it is for the people who work for us to speak truth to power. If they are seeing your Evil Twin, "Dictator," while you are positive you are "Strong Leader," chances are they won't be comfortable challenging you.

I met my Evil Twin early one snowy morning in my own newsroom. Here's what happened.

Every time we faced a major snowstorm, I'd rally the troops for coverage. If I asked them to show up for work at 3 a.m., I would make sure to be in the newsroom by 2 a.m. In my mind, I was the "News Director Who Wouldn't Ask You to Do Something I Wouldn't Do."

But one day, a news anchor said, "You know, we wouldn't screw up if you didn't come for every storm." Turns out, My Evil Twin -- the "News Director Who Didn't Really Trust the Crew" -- was who she saw. (And I bet she wasn't the only one!)

That anchor was someone I respected, and with whom I enjoyed a good working relationship, so she felt free to be candid with me. It gave me the chance to explain myself more clearly to her and to others –- to change the perception and even some of my own behaviors.

Is it possible your Evil Twin is undermining your good intentions? How might you find out, without waiting for a snow storm or a not-so-hot annual review?

One answer is a word mentioned so often in journalism today: transparency.

By "transparency" I mean:

• Explain your intentions. Be clear.
• Let people know what you stand for and how you measure it.
• Don't hesitate to share the "why" behind your decisions or actions.
• Don't assume that people can read your mind.
• Don't assume your actions speak for themselves.
• Make certain your deputies feel free to warn you when something you're about to do has the potential to be taken the wrong way.
• Cultivate your top newsroom performers to become your candid advisors. They see how your leadership affects the team, and have more confidence than most to call you out when necessary.
• Thank anyone who has the courage to warn you that your Evil Twin is in the room.

Most of all, seek feedback. It doesn't have to be a big formal deal. It can be as simple as including a question in routine conversations: "Do you need more of anything from me? Less of anything?"

Then listen, really listen to what people say, and act on it. That's something Evil Twins never do.