Welcome to Darren Daily on demand, your most trusted resource to help you become better every day.

Here's your success mentor Darren Hardy.

So today we're going to follow up on our discussion from yesterday.

Yesterday we answered Blaine's question which was how do you identify those who

have the potential to grow into leaders? And in summary, the answer was essentially trial by fire,

push them into the deep end and see if they sink or swim. Step up or shrink back, rise and shine,

or hole up and take cover. Now we're going to advance the discussion

through Jessica Cartwright's great question which is, what is the greatest challenge

people face growing into great leaders of people.

Well, there's a terrible mistake that many people make when putting people into positions of leadership.

I understand the honorable intent here. I've made the mistake myself in the past,

but I want to prevent hundreds of thousands of you from injuring many great people

and maybe spoiling your sensitive and fragile cultures.

A while back, a friend of mine, Lewis, was promoted to a senior leadership position.

Lewis is a super smart and very talented engineer. He got the promotion because of his

superior technical skills and the fact that he was always showing great initiative.

He really wanted to succeed in this new leadership role, so he eagerly jumped in to fix all the procedures and

methods that he knew were wrong and those that led to crucial missteps in the

engineering process. He then insisted that the others meet and adhere to his new methods and standards.

But all that did was make everybody miserable, and it created animosity and alienation.

Several very skilled engineers quit,

and the department started to spiral.

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