Jennifer argues that great leadership isn’t mysterious or rare; it boils down to three foundational traits: deep self-awareness, genuine empowerment of others, and the ability to build real trust. Yet most leaders fail the simplest tests—she suggests asking yourself, “Am I delegating or micromanaging?” and “How do I actually behave when I’m under pressure?” Micromanagement, she explains, almost always stems from fear (fear of losing control, fear of being outshone), and it forces leaders to work 40% harder than necessary while driving away talent. The fix isn’t expensive: a modest investment in coaching or psychometric assessments (like 360-degree feedback or behavioral profiles) costs a fraction of what turnover does, and it quickly reveals blind spots. Perhaps the most sobering moment is when she says many dysfunctional teams keep the “wrong” people because they’re comfortable with the existing chaos, while the best employees vote with their feet and leave.