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Leaders and non-leaders alike need career-pathing, training and development. The idea that the "cream will rise to the top" is too often more than offset by the Dunning-Kruger effect; and the real leader's highmindedness will be viewed as a threat to the status quo.
Leaders should recognize that the most common employee goals are more personal in nature: They want job security, good compensation, career progression, etc. That strategy should aim to meet—in addition to the standard financial and operational performance goals—feasible goals for employees.
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