Adding Too Much Value

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It’s difficult for leaders to listen to others disclose information without communicating either that they already knew about it or that they know a better way.

The problem is, while they may have improved the idea by 5%, they’ve reduced the employee’s commitment to executing it by 50%, because they’ve taken away that person’s ownership of the idea. Therein lies the fallacy of added value: Whatever is gained in the form of a better idea may be lost ten times over in the employee’s diminished enthusiasm for the concept.

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