Leading a team does not give us the right to manage people as if they were not adults with their own judgments. A business relationship requires clear responsibilities, but also respect for their independence.
The leader can listen to the difficulty, offer mentoring advice and explain the meaning of the task. It is important that support does not become an invasion of privacy, nor that care is used as a reason for requiring people to be available at all times.
Open conversation works best with known boundaries: what is expected, what decisions the employee makes, and when to involve others. Such an agreement gives room for development without turning the company into a relationship that is difficult to exit.
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