It doesn't matter how much we teach leadership skills to managers. As the complexity of work continues to increase, and lots of expertise must be routinely pulled together and coordinated to solve problems, having a single thinker (a manager-leader) in a team of doers caps the potential of the team. It is just too much to think about for a single person.
In this day and age, no manager or leader can have all the answers. We need every person in a team to be a thinker. Every team member needs to help with the heavy burden of making sense of the world and figuring out not only how to do the work, but what should be worked on in the first place. Otherwise, we quickly end up like the rookie manager described in the opening story in this chapter, trying to be the hero and running out of hours in the day.
Instead of prescribing exactly how the doers...
