If we all did the things we are capable of doing, we would astound ourselves.
David Marino is a smart, driven, and decisive division president with a knack for grasping complex business issues and making the right calls. He’s had a meteoric rise and as a result is regarded as a CEO succession candidate. Yet there’s something about David’s style that isn’t working.
His team appears to be frayed around the edges, running hard and quite irritable. Many outside David’s inner circle of direct reports are grumbling that he isn’t involving them in decisions, nor is he encouraging them to develop as leaders. Why is an otherwise smart executive struggling to engage a team that had been firing on all cylinders? What should ...