It took me years to discover this negative leadership trait in myself…
The more I trusted one of my team members the more I tended to abandon them. It wasn’t that I was disinterested or didn’t care, it was that I had such faith in their ability that I would abandon them in order to go work with other staff members who needed more directive leadership from me.
Picture the proverbial spinning plate analogy. I left the great spinners to themselves while I attending to the wobbly ones.
Unfortunately, the only thing this approach does is serve to frustrate your greatest team members.
Your high performers still need your time and attention. It’s not that they need you to tell them everything to do – that in fact, would demotivate and frustrate them. But they do need you to be involved and connected to them to affirm their decisions and instincts, to talk through challenges with them, to celebrate their wins and to remind them that their defeats are not as catastrophic as they may feel. They need you to be involved enough to run to their defense when necessary and to show care and concern when they’re struggling.
As you grow as a leader, I really believe that you must find yourself spending more intentional time with your core team and being less available to the masses. In essence, the “mile wide and inch deep” theory. You can’t successfully invest in hundreds of leaders personally, but you can do exponential impact by deeply investing in your trusted few.
Do you have abandonment issues too?