Growing with Others

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


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, ...

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