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One step is to build a "circle of influence" filled with people who can help you make an impact. But the path forward is not always obvious, says Sanjay Khosla, senior fellow and adjunct professor of marketing at the Kellogg School and trained executive coach. "When you're stressed out, there's a mismatch between what you want to be doing and what you're actually doing," Khosla says. As part of her circle of influence, Maya identified her manager, a few peers, a senior sales leader in her company, and a handful of people outside the company. "Look at everything from another person's point of view, rather than just telling them what you're doing," he says.
Persons: Sanjay Khosla, Khosla, , Maya's, delegating, Maya, Susan Margolin Organizations: Kellogg School, Service, Kraft Foods International, Maya Locations: Boston
You may begin to question your team members and double-check their work as if it were your own. Let go of being a heroThe responsibility of senior leaders in any organization is to focus on the bigger picture and not be mired in tactical processes. "When you're in a position of authority, it's your responsibility to extend trust to the individuals on your team," Maddox says. This can mean relinquishing authority to provide team members autonomy to make decisions and learn. To do this, you need "multiple sensors" or viewpoints from your team members to get the full picture.
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