I met with an alumnus of mine yesterday. She shared something with me that I need to share with you. It might strike a chord.

She related that the hardest thing about being a leader was that in addition to managing her own projects, she now has to manage those of her “direct-reports.” She found it frustrating because she can’t always rely on them to use the same degree of professionalism and quality that she instinctively brings to her sense of work. 

Ring a bell?

Many, many people in leadership positions are there because they do an excellent job. As such, they get noticed and that results in promotions. And that means having “direct-reports” and all the headaches that come with this new responsibility.

I sympathize. If this sounds like you, I urge you to go to my first book, A Tragic Turn: Six Leaders And The Death Of Martin Luther King, Jr. In it you’ll read a little about the story of Carol Olsen. 

She may be just like you, too.

Last thought—I suspect this woman who met with me has been a leader for a lot longer time than before she took on “direct-reports.” Remember that.