Agreed. Unless a leader is taking the responsibility for a failure (which they should!), the leader should never say "I". When talking about a success it should focus on the team, and is okay to point out individuals who did great work.
I cringe every time I see a lead/leader present team work and say "I" over and over.
It's a myth that it's not possible to maintain a holistic perspective that melds both the trenches and the command tent behind the lines. The best technical leaders I've worked with were the best because of precisely this: the ability to contextualize trench level decisions within command center level perspectives and vice versa.
Sometimes a firing is a failure of the leader. Recognize that. All people have the ability to drive 110% on anything. It is the leaders job to find that spark and ignite it in his employees. A firing is a failure to do this and is sometimes necessary.
>All people have the ability to drive 110% on anything.
I don't believe this statement... I generally assume and believe the best in people but after years of working at large tech firms... some people are literally there to put in minimum effort needed to not get fired. Some people are actually even worse and will actively drive away the high performers with negativity and nothing you do or say will change their opinion.
Yeah these people exist. But even these people have something that will drive them.
I'm not saying that you have to find the spark or that even everyone has the ability to find it. Sometimes, the challenge is so great that it's just not worth it or beyond your abilities.
But it's still there for everyone. If you're really really good, you can find out what it is for most people and trigger it.
>Sometimes, the challenge is so great that it's just not worth it or beyond your abilities.
Yeahhh. Sometimes, as you try ever harder to enable someone to succeed, you eventually realize you're becoming their therapist. Sometimes, you realize that enabling this one person to succeed would involve neglecting everyone else. Sometimes the necessary acceptance, equanimity, and nurturing are of such an absurd degree that it looks like special treatment, or indulgence, to any third party.
They assume the best of others.
They lead by example.
They are a facilitate as much as they delegate, and they don't lose sight of the fact that you can't lead from the trenches.
A good leader remains objective when it's hard to do so, and doesn't take it personally when somebody disagrees with them.
A good leader is kind, humble, and willing to help.
A good leader doesn't back down from using a firm approach when it's needed.
A good leader doesn't apologize for doing things that have to be done (discipline, firing etc).