One of the hardest leadership transitions is letting go of being indispensable.
Many executives and leaders are promoted because they’re reliable problem-solvers. But at scale, doing too much becomes a liability, not a strength.
I often tell leaders:
If your team can’t function without you, leadership leverage is missing.
What got you here, your ability to execute, won’t get you there if it keeps others from growing.
Developing others feels slower at first. But it’s the only way leadership becomes sustainable servant leadership.
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