This is an excerpt from Mark Faust's new book, "Growth or Bust: Proven Turnaround Strategies to Grow Your Business."

Many turnaround situations involve a leader who is exhibiting a behavior that is a wall to bringing about growth. Whether you are that leader or you are an investor, board member or other conservator, you must realize that the first turnaround begins at the top. Here are some of the top dysfunctions of leadership.

Pride. Unhealthy levels of pride can lead to a leader not giving credit to others when appropriate, or pride that leads to an unwillingness to listen to customers, employees and others when their input would help the business. Pride can manifest itself as an inability to share even an emotional ownership of ideas or emotional ownership of the company's success with others. Pride can also cause the "Not Invented Here" syndrome within a top leader or prevent them from admitting that they are any cause of any problem. But pride is one of the most common killers of great companies and inhibitors to potential growth.

Possible solutions: Most everyone has a few people with whom they place great trust and respect. Whether it is a mentor, family member especially a parent, a spouse or a spiritual authority; any of these trusted relationships might be the best connection to transforming the heart of someone who is blinded with pride. Investors and other stakeholders that may have enough rapport with the leader could be a possible door to the intervention. The bottom line here is that an intervention should involve clear incontrovertible facts and multiple examples of the leader's pride getting in the way of not just serving the customers' best interest but also hindering growth, profitability and even the leaders' own wealth. Their self-interest may be the quickest way to get them to realize the cost of their pride.

Gossiping. Backbiting, backstabbing, badmouthing, repeating any report that is not positive about others and relaying it to those whom have no responsibility in the matter is poison. Even when a bad report is 100 percent factual, it is still gossip; the better definition of gossip is giving a bad report to those whom have no business in the matter. Gossip has brought down many a reputation and companies, both of which could have been repaired and lives and jobs saved had the gossiper followed a more healing path.

Possible solutions: Gossip is so common that it is often rooted out through the effective use of a "Values Clarification and Reinforcement Process." One former CEO of a Fortune 500 company would literally walk away from any conversation where a bad report was being given. Word spread throughout the entire company that employed tens of thousands. Gossip became virtually absent and the company thrived. The point is that you as a leader, regardless of your position, can transform the culture of backstabbing by refusing to participate.

Greed. It is displayed through unfair pay that is either too high or too low. Corporate America is paying the price for undeserved bonuses and salaries that are out of line, but the vast majority of companies, the privately held, is where greed at the top is often obvious to the employees and growth is constrained as a result.

Possible solutions: The stakeholders of a privately held company are free to leave and must make the effort to leave if pay is grossly unfair in any direction. Confronting the leader of the impact their greed is having, not just on morale, but productivity and thus profits, should surly begin to wake them up.

Root out dysfunctions like these and you’ll pave the road for accelerated growth!