giving his people the power to make project decisions and holding them accountable for these decisions,

Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions.

He frequently doesn't exhibit any interest in strategic or cultural issues.

think beyond their function and concern themselves with strategic issues that support the overall business.

Instead of empowering them, Vic was disenfranchising them. By giving direct orders to individual contributors and conducting his own project reviews, Vic was taking over functions that rightly belonged to his direct reports. Individual contributors began to bypass their own bosses to talk to Vic, which resulted in his time crunch.

Before, individual contributions were still part of their job description. Now they need to divest themselves of individual tasks.

to link the strategy to the workers and the workers' capability to the strategy makers.

identify value-based resistance to managerial work,

Recognizing the best time to deliver negative feedback (in private rather than in public) and knowing how to deliverit (focusing on the behavior rather than the person's character or intelligence) are hallmarks of this sensitivity.