fabulous teammate). I had an
“aha” that I was NOT a Utility
Player. Heavy direction and con-
trolled leadership styles are the
surest way to lose me; I intuitive-
ly sense the “oxygen has left the
room” and I will not thrive. that I was done with corporate
performance reviews, I was ready
to take my own medicine. I’m
doing for myself what I’m also
helping others do. Intuitively
paying attention to the signs and
signals is a must!
Going forward, I’ll challenge
business leaders to rethink and
retool how they manage their
Hard-to-Manage rock stars. The
rewards of celebrating Hard-to-
Manage employees are supreme:
companies that succeed in
attracting and keeping Hard-
to-Manage leaders attain the
highest levels of performance,
productivity and profitability. When the feedback at my last
corporate gig didn’t sound con-
structive, but limiting, I knew
that the work culture was more
about conformance than perfor-
mance. I was “doing too much,
communicating too much, caus-
ing tension,” and doing things
that weren’t necessarily “credi-
ble” to my peers.
I love nothing more than to
mentor Hard-to-Manage people
of all ages and backgrounds. I
help them launch their big ideas
in the entrepreneurial space if
they can’t gain traction within a
corporate construct. It’s exciting
to see them take flight!
In taking flight myself, I now un-
derstand that when I told myself
I was playing my part as the in-
novative, Hard-to-Manage leader
well before I knew I had a tribe
within the entrepreneurial world.
In every sense, the feedback was
an affirmation of my gifts and
highest value. It perfectly de-
fines the tribe I run with! We are
change agents. We are creatives
and pioneers. Unorthodox is our
orthodoxy. Why be normal? I’d
rather be Hard-to-Manage and
create something exceptional.
I hope over the coming months
to tell you more about what I’m
learning, discovering, uncovering
as I reflect on being a Hard-to-
Manage leader within a stifling
work environment. I love gather-
ing stories and lessons shared by
my tribe about the opportunities
and challenges that come with
the Hard-to-Manage lifestyle.
Thank you in advance for your
contributions, insights and con-
nections.
If you’re Hard to Manage (and I
expect you are if you’re reading
Badassery Magazine) love it, own
it and nurture it. You have gifts
to bring the world. Your tribe is
here for you and knows that by
offering your authentic passion,
energy and talent, you are creat-
ing a more vibrant, engaging and
innovative world.
About the Author
Stefanie Crowe is a reformed banker, lifelong wealth
advisor, entrepreneur, and angel investor with a home
base in Chattanooga, Tennessee. Two of her favorites:
working with clients as Director of Wealth, Knowledge
& Happiness for Stone Bridge Asset Management and
serving as Co-Founder and General Partner of The
JumpFund, a social impact investment fund where
“women invest in women.” Stefanie can be contacted
at [email protected].
25