Every week in corporate America, a dangerous ritual takes place: an organization takes its absolute best individual contributor and promotes them into a leadership role, expecting immediate strategic brilliance. Instead, they often get a burnt-out manager, a disengaged team, and a massive hit to the bottom line. True leadership requires shifting from the solo “I” to the collaborative “We.” Read my latest column to discover the three essential psychological antidotes—self-compassion, detachment from the outcome, and rigid behavioral boundaries—required to break the high-performer trap and build a sustainable leadership legacy.