There are facts, there are lies, but mostly, there is interpretation.
It’s tempting to see only the crescents. It’s doubly tempting to see only the left crescent with regards to yourself.
But to get things done, it’s most effective to accept that you’ll be spending most of your time in the overlap. That’s where all the people are.
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I think I understand what you are saying, but I caution that leaning too much to the right causes more damage and creates resistance to change. For instance, I respect managers more for telling me how it is vs. telling me what they think I want to hear. I’ve sat in way too many rah rah sessions lately with VPs that shine on illusions of grandeur that many plebs think is utter bullshit. I want to follow a leader that acknowledges where we are today, details where we need to go in the future, and provides an honest assessment and roadmap for what it’s going to take to get there. Too many executives are unwilling to rollup their sleeves to understand what it’s going to take to win, or merely don’t wanted to be encumbered by “tactical” details. Anyway, in regards to your ven diagram above, I disagree that managers need to shine folks on to accomplish organizational goals if it reeks of bullshit. That hurts them much more than it helps them.