A great leader continually challenges her people to push beyond their current comfort zones. But pushing people too relentlessly eventually prompts fear and fatigue, both of which undermine great performance. In this case, the balancing opposite is nurturing and caring for those one leads.
For too long, the primary value exchange between employees and their employers has been time for money, and not much more.
It’s about a move from the focus on “what” to “how,” from an orientation to the external world to one that includes our internal experience and from getting more out of people to investing more in them, so they’re more energized to bring the best of themselves to work.
Great athletes have long understood that intermittent rest and renewal are critical to sustainable high performance. Even machines break down if they’re not regularly maintained. Not even the most talented and passionate people can run on empty.
At the risk of losing all credibility, I believe our attention crisis has reached a new Defcon level.