For most knowledge workers, being able to produce work that’s error-free most of the time is a prerequisite. Your manager can't always be your safety net to catch your mistakes.
You should look up the research on "stereotype threat". For many people, the fear of being judged (in this case as not detail oriented) makes us so self conscious we are MORE likely to make the mistake we fear most being judged for.
In this case, your well intentioned approach might have the exact opposite impact you are hoping for.
I think there's no need to pretend that the reputation is on the line with every piece of work delivered whether it's an email or a big project. I used to say to my team too that the work they show to me must be the work they're proud of. It doesn't mean it's perfect. It means they gave their best today. And our best looks different every day. Plus, we all learn continuously whether we admit it or not.
This article comes across as lacking empathy. If the only message a leader can offer an employee who is struggling is, “Find a role that better fits your skills, or I’ll find someone who can do it right,” that is not leadership, just being a boss, exerting authority rather than inspire. A real leader coaches and supports rather than simply demanding outcomes.
Leaders inspire. They make employees feel invested in, which in turn motivates people to hold themselves to a high standard and want to do their best to make their leader proud. Otherwise, people will work just enough not to be fired. Then maybe board will find a "leader" who can inspire rather than just boss around.
For more than 20 years, I’ve had the opportunity to lead, teach, mentor, and develop people in both military and civilian organizations. Along the way, I’ve learned that effective leadership is less about position and authority and more about communication, accountability, continuous learning, and service to others.
As an Army Veteran, educator, and operations leader, I’ve worked with diverse teams, supported workforce development initiatives, taught students and professionals, and managed operations in fast-paced environments where results matter. Through each experience, I’ve collected lessons—some learned through success and others through mistakes—that continue to shape my approach to leadership and professional growth.
I created this newsletter to share those lessons with current and aspiring leaders, supervisors, educators, veterans, and professionals who want practical strategies they can apply immediately in their careers.
Here, you’ll find insights on:
Leadership and team development
Operations and process improvement
Workforce engagement and retention
Business communication
Professional development and career growth
Military-to-civilian transition
My goal is simple: provide practical, real-world ideas that help people become more effective leaders and professionals.
Thank you for reading. I look forward to learning and growing together.
Question for you: What is that question about management or leadership you do not want to ask your boss?
Immediate click for me - the devil is in the details and loves to chomp on my heart.
I get slightly overwhelmed by too many details (love to-do lists and brain dumps) but especially with numbers my brain goes into a fritz (engineering was a special nightmare)
I need a "review" step for my tasks (with or without AI) to make sure I haven't made a big blunder. But not being detail oriented is tempting to accept as a character flaw when it could be a skill issue
Also rushing through deadlines is the devil's meal time
Question: what would you do if you’re very detail oriented, but not under time pressure?
One of my superpowers is working and thinking for long hours, which compensates for the ability to identify issues on the spot.
If you have the context, in your day-to-day job, people conflate it with “smart”, even though I believe it’s just being capable. During interviews, it comes off as “lack of depth and detail”.
Interviews compress hours of capability into 45 minutes and call the compression depth. Your strength surfaces under sustained attention, which is the trait most hiring formats filter out by design. Different mediums select for different versions of "smart," and the short-window one isn't measuring what you do best.
You should look up the research on "stereotype threat". For many people, the fear of being judged (in this case as not detail oriented) makes us so self conscious we are MORE likely to make the mistake we fear most being judged for.
In this case, your well intentioned approach might have the exact opposite impact you are hoping for.
I think there's no need to pretend that the reputation is on the line with every piece of work delivered whether it's an email or a big project. I used to say to my team too that the work they show to me must be the work they're proud of. It doesn't mean it's perfect. It means they gave their best today. And our best looks different every day. Plus, we all learn continuously whether we admit it or not.
Selecting all and "Cmd + \" removes formatting! Or "Ctrl + Shift + V" pastes without formatting. Two shortcuts I use every day.
I can't help but wonder if "I’ll end with a story that should gives you hope:" is intentional or not.
This article comes across as lacking empathy. If the only message a leader can offer an employee who is struggling is, “Find a role that better fits your skills, or I’ll find someone who can do it right,” that is not leadership, just being a boss, exerting authority rather than inspire. A real leader coaches and supports rather than simply demanding outcomes.
Leaders inspire. They make employees feel invested in, which in turn motivates people to hold themselves to a high standard and want to do their best to make their leader proud. Otherwise, people will work just enough not to be fired. Then maybe board will find a "leader" who can inspire rather than just boss around.
Why I Started This Newsletter: Leadership Lessons from Service, Education, and Operations
My Shared experience!
https://substack.com/@myrecommendedversion
May 20, 2026
For more than 20 years, I’ve had the opportunity to lead, teach, mentor, and develop people in both military and civilian organizations. Along the way, I’ve learned that effective leadership is less about position and authority and more about communication, accountability, continuous learning, and service to others.
As an Army Veteran, educator, and operations leader, I’ve worked with diverse teams, supported workforce development initiatives, taught students and professionals, and managed operations in fast-paced environments where results matter. Through each experience, I’ve collected lessons—some learned through success and others through mistakes—that continue to shape my approach to leadership and professional growth.
I created this newsletter to share those lessons with current and aspiring leaders, supervisors, educators, veterans, and professionals who want practical strategies they can apply immediately in their careers.
Here, you’ll find insights on:
Leadership and team development
Operations and process improvement
Workforce engagement and retention
Business communication
Professional development and career growth
Military-to-civilian transition
My goal is simple: provide practical, real-world ideas that help people become more effective leaders and professionals.
Thank you for reading. I look forward to learning and growing together.
Question for you: What is that question about management or leadership you do not want to ask your boss?
Immediate click for me - the devil is in the details and loves to chomp on my heart.
I get slightly overwhelmed by too many details (love to-do lists and brain dumps) but especially with numbers my brain goes into a fritz (engineering was a special nightmare)
I need a "review" step for my tasks (with or without AI) to make sure I haven't made a big blunder. But not being detail oriented is tempting to accept as a character flaw when it could be a skill issue
Also rushing through deadlines is the devil's meal time
oh thank you! amazing point. we run a project for founders and investors in internet capital markets and this seems to be smth that applies here too.
Question: what would you do if you’re very detail oriented, but not under time pressure?
One of my superpowers is working and thinking for long hours, which compensates for the ability to identify issues on the spot.
If you have the context, in your day-to-day job, people conflate it with “smart”, even though I believe it’s just being capable. During interviews, it comes off as “lack of depth and detail”.
Interviews compress hours of capability into 45 minutes and call the compression depth. Your strength surfaces under sustained attention, which is the trait most hiring formats filter out by design. Different mediums select for different versions of "smart," and the short-window one isn't measuring what you do best.