provide discussion, constructive feedback, ask questions, and commentary for the following post: I think a common fallacy for leaders is that they can sometimes get enamored with their position, authority, and objectives and lose touch with the individuals on their teams and their desires, individual capabilities, and organizational barriers. While leaders driven to be high achievers may be good for an organization, setting objectives and priorities of work is a 2-way street. I also think it's much easier to lead in a healthy organization with a well-established team that is on a path to sustainable growth compared to organizations with low morale, significant restructuring, or lesser experienced or poorly contributing team members. Without good starting conditions, it is much more difficult to make a good first impression as a leader, build trust, and move the organization forward towards ambitious goals. On a former team we had massive turnover with more senior team members leaving in droves due to poor leadership and organizational barriers preventing team members from growing in their roles. Being assigned to this team felt like a dead end as so many systems were broken and the team could not function properly to support others in the organization