There are many “dirty little secrets” in the managerial world, but one that is particularly costly is the fact that many managers (and “leaders”) prefer employees and teams that are low maintenance rather than high achieving (but more work for the manager). The demands of management can be overwhelming and looking for the “easy button” is understandable, but it is also comes at great cost. Low maintenance often means predictable, risk-avoidant, and few pesky questions, but it is precisely the “high maintenance” behaviors that often produce the most valuable outcomes.

To be clear, I’m not talking about dysfunctional or harmful actions. Those can be detrimental. I’m referring to behaviors and styles that demand attention and support from managers and leaders. While every leader wants people who are “self-starters” and can work independently, if you want to fully leverage success through others, those others will sometimes be coloring outside the lines. They will ask tough questions about why things are done certain ways; they may occasionally take substantial, hopefully calculated risks, they may consume significant resources. They may require that the manager/leader run interference for them as they rock a few boats.

No one would openly say that they don’t want high performing employees and teams, but many behave as if they don’t want the challenge of supporting such people and teams. Ultimately, it is the job of managers and leaders to empower high potential, and thus high performing folks, and that often takes time and effort, as well as tolerance for ambiguity and risk as those folks push forward, often in ways that don’t look or feel familiar. If things do look and feel familiar, then, by definition, you are already behind the curve.