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The leader’s blind-spot

Manager, leaders, and consultants all suffer from the same blind spot.

We may recommend others do things which we’ve not done ourselves.

This may make us blind to how difficult something actually is.

For example, in the past, I’ve recommended that new people keep an ‘onboarding journal’ for the first month at the company.

Now I find myself in the position of needing to take that very advice.

And I can tell, with all honesty, that it’s harder than I thought it would be.

I won’t go into why it’s harder – that’s not the point.

The point is I didn’t see my blind spot until the situation revealed it.

From that I’ve learned something about onboarding, keeping a journal, and giving advice to do things I’ve not experienced first-hand.

It’s no wonder that most changes leaders try and introduce fail. We don’t really know what we’re asking – so we don’t really know how hard it is.

Have you ever experienced this?

How do you avoid this mistake?


About Marcus Blankenship

Where other technical coaches focus on process or tools, I focus on the human aspects of your Programmer to Manager transition. I help you hire the right people, create the right culture, and setup the right process which achieves your goals. Managing your team isn't something you learned in college. In fact, my clients often tell me "I never prepared for this role, I always focused on doing the work". If you're ready to improve your leadership, process and team, find out how I can help you.

1 Comment

  1. Wiktor Gancarz on September 9, 2019 at 1:55 am

    Hi Markus,
    What if we do not suggest solutions (like the onboarding journal example), but rather hand over problems to solve?

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