When you assume top position in your organization, it is so easy to get immersed in firefighting. You get consumed by the desire to improve this, cut down on this, and do more of this, wanting all your ideas of how an organization should be run put in place. There is nothing wrong with this actually, especially if you see that there is much to be improved on.
The danger however is when you do not see the forest for the trees. Sometimes, too, you see only the process itself and not how it works.
As a leader these are things that you would want to watch out for.
Here is a fair warning, too:
Managers who rely too much on their strengths may become hammers that see every problem as a nail. Over-forceful bosses can turn their subordinates into patsies; consensus-obsessed bosses can institutionalise dithering. It is not difficult to find examples of strengths-turned-weaknesses in politics. Barack Obama’s talent for lofty rhetoric has distracted him from the nuts and bolts of policymaking. François Hollande’s passion for being Mr Normal has rendered him too small for his grand office.