Corner Office: Good Leaders Know People — Including Oneself
Choosing the right people for the right jobs and overcoming the personal distance created by a leader's title can make the difference between success and failure.
We all have had bosses who thought they knew how to do our jobs better than we did. I worked with a brilliant leader who had a tendency to frustrate his staff by micromanaging, but he didn't believe it was a problem. He was so smart that he probably could have done any of his direct reports' jobs better than they could. But that was not his job anymore. It became a lose-lose situation for both him and his staff members — he did not get the best out of their creativity and ideas, he slowed down decision making, and he demotivated them.
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