As he verbalized his most significant leadership challenge, it was apparent there wasn’t a simple solution.
“Our company looks at its leaders as player-coaches, so I am responsible for my results and the results of my team. How do I balance driving business results with taking care of my people?” He continued, “When push comes to shove, I have to work on this account worth six figures instead of training the new hire on my team who is struggling. So what do I do, let her fail, or choose the revenue?”
What this high-potential front-line manager described is a macro challenge faced daily by not just him, but many leaders. The reality of the situation is that he didn’t have to choose one or the other. He had to commit to both. As a leader, he is responsible for the people who are responsible for the results.
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