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It was a major initiative, and the strengths of everyone were needed to make it happen.

The idea stemmed from the marketing genius of a D/I wired leader – one of those individuals who can have an idea and move people to action on a massive scale.

Backed by a team of talented systems- and detail-minded individuals, the initiative was destined for success.

Or was it?

The initiative happened because time and customer momentum forced it to happen. But it was met with meager results and a beleaguered team, several of whom very quickly moved on to another company as soon as it ended.

Was it the system?

No, the system was solid.

Was it the team?

No, they worked to maximum capacity because they truly cared.

Was it the leader?

Sadly, yes, the leader sabotaged his success, along with that of the team and the whole company.

How did this happen?

It happened very simply because the leader went outside his strengths zone and into that of his team. Instead of taking the time to communicate with his team, he forged ahead to “just do it himself.” But with details being well outside his strengths zone, there were major issues. These issues culminated, as they often do, in customer service issues, and on a massive scale.

The team had to scramble to fix what the leader had broken. The stress was palpable, even for the leader who had caused it.

And it didn’t have to happen.

In this scenario, the leader ended up losing a large portion of a very talented team, simply because he stepped outside his strengths zone and didn’t allow them to operate in theirs. The company lost needed revenue and a good team.

Fortunately, the leader began to operate in his “zone of genius” and then gave space to his team to operate in theirs. And the next initiative fared incredibly well. In fact, it broke the records of the previous and similar initiatives in income and engagement.

And it happened with seemingly little effort. Customers were thrilled and stopped to say thank you. And the team, though smaller now, was able to manage the initiative without a hitch.

And this all came about because everyone was free to operate in their strengths zone.

We as leaders need to check on ourselves frequently to ensure we are operating within our strengths zone and that we are allowing our team to operate in theirs. The difference will translate all the way to a healthy bottom line.

As the CEO of Strength Leader Development, Deb Ingino is a highly sought-after international executive mentor, coach, trainer, and speaker. Deb is well versed in global business operations and helps business leaders and their teams to discover and leverage their strengths, so they can create highly collaborative teams that deliver great results. With a refreshingly direct style, and using the Maxwell Method, Deb helps leaders and teams to deliver profitable results. Connect with Deb to learn more about her mentorship and coaching programs to equip you with advanced strategies to elevate your results.