Leaders should not be confused with heroes, being inclusive has its limits, and more top insights

What’s happening in the world of work: The Saturday edition of the Daily Rundown highlights the business trends, perspectives, and hot topics you need to know to work smarter. Read on and join the conversation.

The case against heroes: When we prop leaders of any kind up on a lofty pedestal, we are almost always asking to be disappointed, argues the Financial Times’ Michael Skapinker. Leaders are mere mortals, with flaws. And when they are elevated to hero status, they are often put under the kind of microscope that will inevitably reveal their natural fallibility. Instead of idealizing a person’s character, Skapinker argues that we should focus on a leader’s individual actions, and the lessons we can learn from their good works. ? Here’s what people are saying.

There is such thing as being too inclusive. Being transparent is a laudable management quality, but there is such thing as going too far, according to the NeuroLeadership Institute’s Khalil Smith, Heidi Grant and Kamila Sip. When we CC every single person imaginable on an email chain or go hog wild on a meeting invite, we risk making people feel confused and overwhelmed. The researchers recommend “thoughtful exclusion” instead; being clear from the outset about who needs to be involved in which decisions and projects and why. ? Here’s what people are saying.

Put your guilt to good use. While you could spend hours or even days feeling bad about what you said at a meeting or the deadlines you missed, UT Austin’s Art Markman writes that you’re better off channeling that guilt toward productive ends. That’s because guilt produces a sizable amount of energy. So, instead of wasting that energy by ruminating about your past mistakes, use it to repair your relationships with those you may have offended or get a start on a project you have been avoiding. ? Here’s what people are saying.

You Asked: “I have 20 years of experience in my current industry, but have held many positions to get that experience. I've had people look at my resume and tell me I'm a jack of all trades but a master at none. Is this hurting me?” — Shay Valencia, manager at CenturyLink

• “Throughout your career, you have to be aware of two things: one is your capabilities and the other is perception of what you bring to the table. In terms of capabilities, when you’re starting your career, building an expertise for which you are known is important. However, as you move upwards, if you don’t broaden your perspective and capabilities, you might hamper your ability to be the best contributor you can be. In your case, through holding different positions you have likely developed a strength in working with different teams and types of people. That ability is highly desirable to many employers. In terms of perception, you will need to build a cohesive narrative in your resume for what you bring to the table. How will the sum set of your experiences help your prospective employer solve their toughest challenges and unearth new opportunities?” — Sanyin Siang, executive director of the Fuqua/Coach K Center on Leadership & Ethics (Watch Sanyin Siang’s full response.)

Looking for career advice from the pros? Submit your questions in the comments with #YouAsked and we’ll take care of the rest.

Managers, it’s time to liberate your employees.Corporate liberation — giving your staff the freedom and responsibility to make many decisions on their own — has the power to make employees more engaged and, in turn, improve business results, argue author Brian Carney and ESCP Europe Business School professor Isaac Getz. At such liberated companies, managers serve more like coaches than supervisors. They offer guidance and try to clear obstacles, so their workers have the runway to do what they do best. ? Here’s what people are saying. 

One last idea:  It may be uncomfortable to offer critical feedback. But when it's delivered constructively, it's invaluable. Companies can (and should) build a culture that supports such feedback, writes Bernard Marr.

“The best kind of company culture is one where negative feedback is seen as something positive. A culture where self-evaluation and self-awareness thrives, and people actively seek out opportunities to learn and grow. In order to achieve this, the business needs to cultivate a supportive environment where people are encouraged and helped to learn.”

What's your take? Join the conversations on today's stories in the comments.

— Scott Olster and Katie Carroll