Field notes
Field Notes
Our daily Field Notes email is just the kind of jumpstart you need. A fast read. Maybe less than a minute. Because sometimes it just takes one insight to change the trajectory of the day.
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A leader who extends their authority or influence beyond acceptable limits is said to be “overreaching.” This often happens when a leader makes decisions outside of their purview, takes control over situations or people with whom they have no authority, or takes actions well beyond their expertise.
Almost every team or organization has one. The colleague who doesn’t say much in most discussions. They sit back and watch while everyone else debates a topic or pounds out a conclusion or decision. They only enter the fray when they have something very special to say.
Because what they offer is usually different and insightful, people get quiet when they speak. They carefully cultivate the brand of sage because they like the credibility and respect that comes from having others look to them for wisdom.
Leaders organize and develop their collections so others can find utility in them. They share their collections so others can learn from them and know exactly where to go to find quality. Great leaders curate excellence. What exemplars of excellence should you be curating?
Leaders naturally want to contribute their views and ideas in conversations and meetings. Their desire to show up as smart, well-informed, and insightful compels them to express their candid views whenever they get the chance. The more passionate they are about a subject or topic, the more they want to add value to the discussion, articulating a viewpoint they believe others will benefit from. But in their enthusiasm to influence others with their insights, leaders can sometimes go too far. They can add too much value and throw a wrench into the discussion that isn’t always obvious to them.
It’s somewhat astounding how often leaders who play favorites, manage work-life balance poorly, have difficulty delegating to others, and express high emotions when they are frustrated have experienced those same tactics themselves from a leader or role model in their lives.
Who and what we model after has a tremendous influence on what we do. Among the most common negative lessons leaders learn from others, one stands out for its pervasiveness and coercive effect on others: Micromanaging to get things done.
Leaders with integrity are transparent, fair, and true to themselves. They apply their values and principles consistently to engender trust and respect from others. How can anyone have too much of that? The problem is not that someone can be too honest, fair, or transparent. It’s that they can use the virtue of integrity to become rigid in their thinking and decision-making.
New colleagues are not always welcomed with open arms. Some team members don’t feel they had enough input about the addition, while others dread the changes or differences the new colleague will usher in. For teams with a strong culture and close-knit relationships, new colleagues represent a perceived threat that might upset the delicate balance of roles, responsibilities, and expertise that currently exists.