In an effort to secure their value, they may overwork to the point of burnout, struggle to implement appropriate accountability on the team, or step in too quickly to “rescue” their team, fostering an over-dependency that doesn’t scale. Soon, there is a “management problem” the team feels criticized and collaboration suffers.Īlternately, leaders who internalize stress can become consumed by their inner critical voices. Over time, a healthy bias toward action can become a knee-jerk pattern of judgment and frustration when others aren’t connecting the dots or hitting the high bar of excellence. Judgement of oneself, or the team, or both, ultimately kills collaboration, innovation and creativity and turns the day-to-day matters of strategy and execution into an unfulfilling grind. This might manifest as an overbearing management style, a lack of connection with and ability to empower the team, a mounting sense of imposter syndrome, or repeated erratic or irrational decisions. Underlying stresses and anxieties can accumulate and eventually make themselves felt in the workplace. Sometimes deeper feelings are set aside or locked away in an effort to drive for quick results. They are expert problem solvers.Ī number of things can happen when these superpowers get overused. Founders and senior leaders are high performers who are born of their ability to see complex situations quickly and clearly, and to take effective action. To make it as a startup founder, or to rise to the top of an organization, requires a certain amount of mental toughness.
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