Make the Team the Answer to As Many Problems As Possible (Chapter One cont.)
Leadership stories tend to focus on the leader, and leave the team as an
afterthought. But the leader is not a superhero who can solve all problems independently. As much as possible, the leader should lead and not manage, but to make that judgment, the leader must assess the current capability of his or her team relative to the level or intensity of the crisis.
If the crisis level is high but the team’s readiness is low, the leader will need to be very hands-on, managing many functions and decisions. But if the readiness of the team is high, then the leader can be more of an orchestra conductor, directing the team appropriately while tapping their experience and expertise.