Andy Frisella

And so you have to...

cultivate an environment where decisions are allowed to be made, but also with enough oversight for you to teach them along the way, right?

And we just have very few leaders that understand that because typically either they want to do everything because I know best and my way is the best and I can do it better than you, which is not good leadership.

It doesn't allow people to develop.

It doesn't allow people to become owners of the project, meaning they did the project, they feel good, they develop, they build the confidence, which makes them better.

And then the opposite of that is also true.

When you let them run without any oversight at all, they also don't get any better because they don't have the experience, they don't understand what's trying to be done, big picture.

And so what typically happens is they make decisions that are based in how they feel right now versus what the big picture game plan is.

So this is a big balancing act, so to speak,

that you have to learn the nuance of in order to become an effective leader, whether that's you're at the top or the bottom.

And as an operator, when I say top or bottom, I mean like whether you're the CEO or the owner or whether you're upper management or whether you're middle management or whatever, that this skillset is something that you have to develop at all those levels to be valuable.

And if you don't have that skillset,

You're not a real leader.

That's the thing.

And you can perform very well and still not be a good leader.

Okay.

There's lots of ways to do that.

And that tricks a lot of people.

People think that when sales are going good, when things are moving the right direction, they automatically assume that that means that they're doing everything right, that they could be doing.

No, that could be a lot of other things.