By Steve Moran
A few weeks ago, Adam Grant posted this on LinkedIn. It hit home because it directly speaks to how leaders get sucked into accepting mediocre, bad, or even toxic behavior.
Here is the truth: you like some of the people you lead better than others. And conversely, you dislike, or at least feel distant or disconnected from, some of your team members, even when they are doing a good job.
None of this is simple. There are team members whose performance is genuinely strong and whose likability is genuinely warranted. There are others whose toxicity is real enough that no performance metric changes the equation. But those are the edge cases. Most of the time, the disconnect between who we like and who is actually contributing is quieter than that. And more costly.
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