No man will make a great leader who wants to do it all himself or to get all the credit for doing it.
My client Peter was failing to do the job he was expected to do. He was working too many hours, did not have the time to do the things that were most important for a leader at his level, and was regularly missing deadlines. He was battling fatigue and depression. His role was at the corporate office level. His subordinates were in the field and had a dual reporting relationship to him.
Peter, as a core value, respected others and wanted to be nice to them. His subordinates were loaded with work and he believed it would not be fair to give them more. He therefore ended up doing the work that had ...