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Can you master the inner game of leadership? Conflicting demands and challenges must be managed. Here’s how. Illustration by Malte Mueller Niki Leondakis, a veteran hotel-industry CEO, started managing people in college when she was promoted from waiter to shift supervisor at a restaurant called the Hungry U near the University of Massachusetts. She took the job seriously, but in that role, as well as in her first management job out of college, she made a mistake common to many young leaders: She was too friendly with the people she was managing and had to learn the appropriate boundaries and necessary distance that managers have to keep from their teams. “I think people fall into one of two camps,” she said. “Very few people become a supervisor or a boss for the first time and know exactly where the right balance is. Both with myself and all the young managers I see, people seem to swing to one end of the pendulum or the other overzealous with power or, ‘I’m every

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