Burden

Leaders fall into the trap of taking on unnecessary burden. 
It comes disguised as taking responsibility for their team or project. 
While it may begin with good intentions, it can shift into becoming a burden. 


The shift from a sense of responsibility to bearing a burden is subtle. 
The output, however, is noticeable. 
Your mentality shifts from a place of commitment and awareness to one of dogmatic focus. 


The measurable shift is in your perspective of caring. 
Rather than caring for the team or outcome you begin to care about a singular result. 
The cost of leading with a burden is similar to hiking with a physical burden. 


You become encumbered, fatigued, and less agile. 
Your ability to move beyond the immediate step in front of you diminishes. 
If your commitment seems high but your progress is lagging, consider the root of your commitment: is it a burden or a responsibility?



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