When you\u2019re in an entry level role, your personal success at that role is largely in your hands. \u00a0But, when you\u2019re in a leadership role, your personal success is highly dependent upon the people you manage.<\/p>\n
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There\u2019s no doubt that good leaders can mentor and motivate people with ordinary skill levels to produce extraordinary results. \u00a0And there\u2019s no doubt that bad leaders can demotivate extraordinary people to produce ordinary results.<\/p>\n
Obviously, the more extraordinary people a leader has at his\/her disposal, the greater the likelihood of those people producing extraordinary results.<\/p>\n
But, strangely enough, not all leaders want the most extraordinary people on their teams. \u00a0I\u2019ve seen enough of certain behavior \u2013 in business in general and even in procurement \u2013 to declare that there is a true phobia from which some leaders suffer.<\/p>\n
That phobia is a leader\u2019s fear of not being the smartest person on his\/her team. \u00a0So, they hire dimmer bulbs for their chandeliers. \u00a0And some of them even marginalize the brighter team members that they inherit.<\/p>\n
Let\u2019s give this phobia a name. \u00a0How about \u201cbright bulb phobia<\/em>?\u201d<\/p>\n As someone who has been a leader in the corporate world as well as an entrepreneur, I hate that bright bulb\u00a0phobia exists. \u00a0How people with bright bulb phobia\u00a0get hired or promoted into leadership roles, I have no idea.<\/p>\n