So often, we make solid executors responsible for slower-growth areas—we need the innovators in the highest-growth ones—but the opposite tends to work better. As a manager, this is the environment for you to do the basics very, very well. Spend time building rich relationships, gelling your team, working with them on career development. Build up so that when innovation or external change pushes you off your local maxima, you and the team are ready and rested.
