[. . .] As a new leader, this reaction was challenging. Some even questioned my competency because they felt personally offended by my assessment—despite acknowledging that their performance that day wasn’t up to their usual standard.

This situation highlights a common challenge in leadership: when evaluations are based on a rubric, the intent is to provide feedback on professional practice, not to judge personal identity. Yet, feedback is often perceived as a reflection of self-worth, especially when it touches on areas perceived as sensitive or triggering.

This first week’s lesson, Personal Lesson #1, directly ties into Dr. Lorraine Monroe's leadership teachings from her book, The Monroe Doctrine: An ABC Guide to What Great Bosses Do. Dr. Monroe emphasizes the importance of attaching value to what we do daily, urging us to focus on our function rather than our position or title. She reminds us, "It's okay to enjoy the perks that come with the title. But [we] must earn the title and the trappings in the only way possible: by producing results!" (Monroe, 2003).