#6 is the one for me that I agree with most. Under-management being mistaken for underperformance is something I see constantly, and it's the easiest trap to fall into because blaming the person feels simpler than examining your own leadership.
#13 is the one most leaders resist the longest because giving up the work that makes you feel competent is genuinely uncomfortable, even when you know it's holding you back.
I think the biggest takeaway overall all though is that delaying these decisions doesn't make them easier, it just makes the consequences bigger.
This is such a thoughtful take, thank you for reading it so closely.
You’ve nailed the two hardest bits. Under-management getting mislabelled as underperformance is one of the most common (and costly) leadership blind spots, because it lets us avoid the uncomfortable question of how we’re showing up. And you’re right about 13, letting go of the work that makes you feel competent is an identity shift, not just a task shift.
Absolutely, these decisions don’t get easier with time, they just get louder, messier, and more expensive. The leaders who grow are the ones willing to feel the discomfort early, instead of paying for it later. H
Completely agree. We promote people for being great at the job, then expect them to magically know how to manage humans. No guidebook, no training, just 'good luck.' That gap is exactly where most of these hard decisions show up.
#6 is the one for me that I agree with most. Under-management being mistaken for underperformance is something I see constantly, and it's the easiest trap to fall into because blaming the person feels simpler than examining your own leadership.
#13 is the one most leaders resist the longest because giving up the work that makes you feel competent is genuinely uncomfortable, even when you know it's holding you back.
I think the biggest takeaway overall all though is that delaying these decisions doesn't make them easier, it just makes the consequences bigger.
This is such a thoughtful take, thank you for reading it so closely.
You’ve nailed the two hardest bits. Under-management getting mislabelled as underperformance is one of the most common (and costly) leadership blind spots, because it lets us avoid the uncomfortable question of how we’re showing up. And you’re right about 13, letting go of the work that makes you feel competent is an identity shift, not just a task shift.
Absolutely, these decisions don’t get easier with time, they just get louder, messier, and more expensive. The leaders who grow are the ones willing to feel the discomfort early, instead of paying for it later. H
Great points! Move from IC to managerial roles should come with a guidebook!
Completely agree. We promote people for being great at the job, then expect them to magically know how to manage humans. No guidebook, no training, just 'good luck.' That gap is exactly where most of these hard decisions show up.
Couldn’t agree more.
Great points ;)
Thank you - glad this resonated. H