Welcome to HBR On Leadership. These episodes are case studies and conversations with the world's top business and management experts, hand-selected to help you unlock the best in those around you. I'm HBR senior editor and producer Amanda Kersey. As a leader, noticing where your attention goes is a skill that affects your judgment, learning, listening-basically every aspect of how you think and show up.
Barely 10 days into the new year, it already feels like you can't look away from the news. In the last week alone, the U.S. military captured Venezuelan president Nicolás Maduro and took over operations of the country; President Trump withdrew the U.S. from dozens of international organizations, including a major climate treaty; and an ICE agent fatally shot a Minneapolis resident, sparking outrage and widespread protests.
The union is great, don't get me wrong, but one side effect of having it is that there are massive, sometimes arbitrary and annoyingly vague, lines around what I can and cannot do in my role. This wouldn't necessarily be a problem, if most of the time the things I'm not allowed to do are required to be done by managers. Managers who are overworked, undertrained, and underpaid, and so don't have the time or brain space to address things I bring to them.