BUILDING GREAT MEN AND GREAT LEADERSHIP Any executive must grow his management t

BUILDING GREAT MEN AND GREAT LEADERSHIP
Any executive must grow his management team through a cycle of maturity as does a parent his children, a craftshman his apprentices, a general his officers, or a king his cabinet. First to follow, second to master, third to take initiative, fourth to provide constructive criticism while pursuing the same goals, and finally to be capable of replacing him in his responsibilities.

In my experience there is a tendency of those who we have so heavily invested in developing, to presume they understand more than they do, are capable of the same, and can bear the burdens equally as well.

The trick then is to have them understand those responsibilities, and gradually assume them, allowing them to fail or succeed, with while hiding the net that may catch them if they fall.

BEcause all great leaders only do so because they fear everyone is worse than they are – not because they are the best, exceptional, less fallible, or less flawed. It’s when those that we mentor understand, bear, and fear that burden that they are then capable of bearing it without folly.