When reading an old HBR article about authenticity, I finally found out how to frame (to the world and to myself), the outcome of my performance review. When is open communication too much communication for a leader. When is immediate feedback taken the wrong way? When does approachability hinder your authority? When is detail too much detail? Thoughts and answers and a lot of self-reflection!
For the last two weeks, one of my team members was out. I admit that I panicked when I realised
Growth creates one of the most difficult mindset issues in a leader. It only happens when you go beyond delegation and let go. Why?