During the last five years of my corporate management career, I had a great deal of leadership development. Along with many other executives, I attended talks by noted management authors, I went to (often lengthy) team-building exercises, and I participated in discussions on different leadership styles. It was OK — extremely insightful at times, moderately interesting at others, but it often kept me away from the demands of everyday management. And as I neared the end of my corporate days, I realized I’d received much more management training in the last five years than I did in the first 20 years — when I really needed it — combined.
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