Sublime

Many give lip service, but few delegate authority in important matters. And that means all they delegate is dog-work. A real leader does as much dog-work for his people as he can: he can do it, or see a way to do without it, ten times as fast. And he delegates as many important matters as he can because that creates a climate in which people grow.

that means it is probably transferable. Leadership demands that you move it down the organizational tree. If there is a known path of the work, and it is repetitive, it can probably be taught. And if someone else can be taught to do it, it might be time to delegate that work, so that you can get back to doing what only you can do: lead.

Keith Johnstone. If improvisational theater has a Lenin—a well-spoken revolutionary who provides a movement its intellectual underpinnings—that person is Johnstone.

John Zenger and Joseph Folkman point out that most people, when they first become managers, enter a period of great learning. They get lots of training and coaching, they are open to ideas, and they think long and hard about how to do their jobs.

“If an individual has ego needs that are too high,” notes Peter Friedes, Hewitt’s managing partner, “they can be a very disruptive influence.