Top-Talent Networks

Cross, Rob; Thomas, Robert J.
November 2006
Leadership Excellence Essentials;Nov2006, Vol. 23 Issue 11, p5
The article discusses the traps high performers risk falling into, that create a barrier to their progress in the organization. First, some performers fall into the bottleneck trap by being too controlling and not delegating tasks or decision rights. Second, leaders tend to rely too heavily on formal structure as a map of how work gets done. Third, the high performer might not address skill gaps. Fourth, the performer can become a biased learner, resulting to poor strategies and inflexibility.


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