This rule does not mean that good leaders are mean or difficult to get along with, but rather emphasizes the fact that good leaders are usually very capable, decisive, and responsible people who can often achieve excellent results in their work, but at the same time, they may also give the impression of being "not good" because of their strict requirements and high standards for their work.
First of all, good leaders usually have excellent leadership and management skills. They are able to communicate their expectations and requirements clearly, motivate and creatively team members, and push the team towards their goals. This style of leadership can be stressful and challenging for some, but it is also key to the team's success.
Secondly, good leaders usually have very high standards and requirements for their work. They pay attention to detail and execution, and require team members to strive for excellence in their work. This high standard may be difficult for some to meet, but it is also key to improving the overall level and competitiveness of the team.
Finally, good leaders often have a strong sense of responsibility and mission. They are accountable for their own work, for the growth and development of their team members, and for the future of the organization as a whole. This sense of responsibility and mission may make some people feel that their work is heavy, but it is also important for team cohesion and centripetal force**.
So, while good leaders may come across as "bad at stubble," that doesn't mean they're bad leaders. Instead, they are often people with excellent leadership and management skills who are able to bring exceptional results and development to the team and the organization. As professionals, we should learn to appreciate and learn from their strengths and strengths, and strive to improve our abilities and qualities to better adapt and cooperate with their work.
February** Dynamic Incentive Program