When we take people merely as they are, we make them worse; when we treat them as if they were what they should be, we improve them as far as they can be improved
—J.W. VON GOETHE
We tend to think of becoming a leader as an individual growth journey—you somehow become strong enough to lead others, and then one day others start following you. However, a big chunk of leadership is incomplete without the power to influence and grow other people. At McKinsey, we tend to think of three key stakeholders: clients, other leaders (principals and directors), and team members. Becoming a leader suddenly makes life not about you, but really about satisfying the needs of others.
For me, those needs are in three areas: communication, ...