Complete Story


Becoming More Collaborative

When you like to be in control

Successful leaders can fall into the trap of thinking they know what’s best for their team or organization. After all, they worked hard to get where they are and have made many tough decisions along the way. However, some leaders rely too heavily on their ability to make decisions on their own — with steep consequences for themselves, their team, and the organization.

Mike, the chief technology officer of a fintech organization and one of Luis’s clients, was facing a dilemma of his own making. He found himself questioning his direct reports — “Why is it so hard for you to follow through? Can’t you get anything right?” — and barking out orders to his peers — “I’m the CTO, right? Stay in your lane; I’ll decide what to do.”

Mike, a former military officer, seasoned professional, and ex-CEO, had joined the organization via an acquisition. Early on, it was evident that there was a clash of personalities and cultures on his team and among his peers. He was used to making all the decisions and demanded loyalty and execution. 

Please select this link to read the complete article from the Harvard Business Review.

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