In my experience, there are plenty of people who prefer to work on their own without input, help or even interaction with others. Sometimes it's appropriate, however, most of the time, working in isolation just doesn't work.
Given these basic human dynamics, most of which are unconscious, it's often easier to talk to colleagues about what somebody else is doing wrong. At worst we'll get sympathy. At best, we'll convince someone else to take care of the problem.
Sometimes a promotion can suddenly change your relationship with co-workers from "peer" to "boss." It's not an uncommon scenario. However, when this happens it often creates an awkward and uncomfortable set of dynamics, and there's no blueprint for how to manage them.
People are generally classified as expenses on the income statement and liabilities on the balance sheet -- not as an investable asset. Thus, when CEOs seek to increase profit, they cut costs -- like people -- rather than investing in assets -- like people -- that can appreciate.
This commitment-light management style is not only dis-empowering for the employee, it's debilitating for the owner or manager who, after promises aren't kept or tasks remain undone, feels like 'I'm the only one who cares around here.'
Most senior managers struggle with culture because it's so difficult to define. Even less tangible than a "soft" concept, culture is more like a cloud: You know it's there, but it's nearly impossible to grasp.
All of us have a tendency to take on additional work, lose focus, and feel overloaded -- whether we work in the C-suite, at a desk, or on a shop floor. The key is not to repeat that pattern by adding more work.
You're probably aware that Oprah Winfrey signs off this week as the host of TV's top-rated daytime talk show. As her show wraps, it's worth taking a moment to consider what made Oprah so successful and how it applies leaders like you.