Being a star performer doesn’t always equate to being a superior manager, according to Annie McKee, writing in the Harvard Business Review. The reason? Your own need for achievement and affiliation, among others, can actually be hindering your leadership style, she says.
For instance, many star performers have difficulty realigning their drive to achieve once they become managers, at which point it’s necessary to focus on other people’s successes. “Your hard-driving impatience and tendency to correct people’s work can actually be insulting,” she explains. Instead, you need to focus on helping others accomplish their goals. This is done by focusing on your own emotional intelligence, empathy and self-management.
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