Martin was an incredibly gifted executive; his talent and intelligence were apparent in everything he did. At early stages of his career his cognitive and intellectual skills helped him to excel in many challenging, complex assignments around the globe. As his achievements advanced, Martin started to believe “his press” and internalized the belief that “he was the person who made things happen at his organization.” He began to lose touch with the synergy that was supporting his accomplishments. He thought he was the prime mover, and in reality his teams were the ones creating and supporting his achievements. Gradually his relationships and team dynamics started to become strained, ...

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