And how to gain more of it if you do – because you’re not gonna figure it out on your own.
Be honest, cancel early and suggest alternatives. Know how to RSVP “no” in a way that doesn’t hurt – and may even help – your personal and professional relationships.
Here’s the very-expensive problem. According to DDI’s Global Leadership Forecast, organizations worldwide spend $50 billion per year on professional development, but only 37% of leaders describe their development programs as “effective.” Ouch.
Community banks are facing leadership challenges like never before. They need to hire smart people to fill gaps in ranks, inspire a multigenerational workforce and use technology to attract future workers. With open minds, good teamwork and access to outside resources, the best community banks are overcoming these challenges.
Giving yourself permission to walk away from your company can be difficult. But if you can’t do it for yourself, do it for your staff: When you take vacation time, you’re setting a good example.
Helping up-and-coming leaders to understand that perceptions impact their success (and the company’s success) just as much as reaching their production quotas or sales goals, current leaders can give these high potentials the tools they need to recapture their career momentum.
While we may be able to think of people who don’t recognize the impact of their own personality quirks, professional blind spots are much harder to pinpoint. Overdoing our own strengths is a seductive blind spot that can sabotage even the most promising careers. So how can we avoid this trap, allowing one of our best assets to silently become a liability?
American companies are facing a major leadership crisis. More than 10,000 baby boomers are retiring every day, and when talented senior leaders head for the door, they take decades of valuable experience with them. Sara shares strategies for how companies can start today to confront the impending leadership crisis.
While some companies still collect them, resumes rarely indicate which candidates have the most potential. Today more than ever, companies are looking for employees with qualities that don’t typically show up on paper. How well do you communicate? Can you truly connect with others? Do you have the potential to be an influential leader? Companies want to know how you respond in the real world, working with the people around you. Those who have the social fluency to succeed in face-to-face settings and who use rich stories to promote their brand emerge as the rising stars.
You can do everything right for your career—network, take on extra projects, work overtime, etc.—yet still find yourself veering off track because of professional blind spots: little behaviors, attitudes and ways of communicating (verbally and otherwise) that are holding you back or causing full-on setbacks in the workplace.
What’s your personal workday pace? Maybe it’s slow and steady or blazingly fast. For you, it’s normal. Perhaps the bigger question is: what’s normal for your team? Especially if you are a manager, it’s critical to recognize that everyone in your office isn’t working at exactly the same speed.
When we think of how others perceive us, the tendency is to think about the things we say and whether we appear smart or knowledgeable. However, our perceptions of other people are more rooted in emotion than intellect. So what does that mean for team members and leaders who want to be seen as competent, effective, and high-performing?
Today more than ever, companies are looking for employees with qualities that don’t typically show up on paper. How well do you communicate? Can you truly connect with others? Do you have the potential to be an influential leader? Companies want to know how you respond in the real world, working with the people around you.
Which organizations tend to be the most successful at coping with this economic uncertainty? Inevitably, the winners are companies led by people who know how to improvise, adapt and overcome challenges as they occur. These leaders can think quickly to resolve conflict, strengthen their teams and inspire their colleagues, even when things aren’t going according to plan. The common denominator among these leaders is a high level of emotional intelligence.
Countless studies have documented the significant career benefits of collecting feedback from colleagues about our business performance and approaches. The concept is not new, and the value is real. So why do many well-intentioned professionals fail to take full advantage of this potential competitive edge?
Just like our personal reputations have an enormous impact on the success of our careers, a company’s reputation ultimately determines its profitability. That concept has never been more critical than it is now in our always-online, über-connected world.
Countless studies have documented the significant career benefits of collecting feedback from colleagues about our business performance and approaches. The concept is not new, and the value is real. Yes, the feedback process requires some effort. And it can feel awkward at first. However, the career benefits of gathering specific, meaningful and ongoing feedback far outweigh the challenges.
Do you have an accurate picture of whether your approaches are actually blocking your progress? Watch and listen closely to the people around you for feedback about how your behaviors are being perceived. To accelerate your professional success, consider whether increasing your behavioral strengths will add value and marketability to your personal brand. Or are you really just adding hot fudge sauce to the triple chocolate cake?
As leaders, we all hope that our messages, both verbal and nonverbal, are received by others the way we intend, but many things can prevent that from happening. Our behavior or tone can unintentionally sabotage or dilute our communications and reduce our influence.
Perceptions may be unquantifiable, but they are powerful. And, as we’ve all heard, perception is reality. Having the best of intentions isn’t enough to get us the new job, the big raise, or the highly coveted promotion. Our professional reputations are defined through the perceptual lens of our colleagues, co-workers, and clients— and those reputations determine the path and the pace of our careers (for better or worse).
Research clearly shows that successful leaders tend to share a common list of attributes or behaviors: the ability to communicate, collaborate, and project a powerful presence; but here’s what the science doesn’t explain. Once a leader rises through an organization to a certain level, simply exhibiting those attributes isn’t enough.
Web-based meetings with global teams. Strategy discussions on endless email threads. Social networking with “electronic” associates and friends. While powerful technological advances allow us to make instant virtual connections with our colleagues, they also contribute to a growing problem in business today. Increased connections aren’t the same thing as productive connections.
Most of us have watched it happen in the workplace. There’s a go-to person in the organization who gets everything done. Never misses a deadline, never forgets a detail, but never gets promoted into a senior position. Meanwhile, others break through to the next level. Leaders listen to them; subordinates recognize their authority. What do those people have that the other highly competent manager lacks?
Let’s face it: we all have blind spots. Why? Because we typically judge ourselves based on our intentions, while others judge us based on our behaviors. More specifically, others make judgments based on their perceptions of our behavior. And, at the end of the day, the way we are perceived determines whether or not we get the job, the promotion or the raise.
Our culture has an infatuation with brilliant rogues. These are the people who are so good at what they do, they consider themselves exempt from the workplace rules that mere mortals have to follow: punctuality, dress code, attending the company picnic. These corporate rebels make great movie characters but not-so-great team members. Their colleagues perceive that sense of entitlement as unfair and, well, irritating. Does that sound like someone in your office? Or maybe it sounds like you? I refer to this professional blind spot as the Don’t Fence Me In syndrome.
PAs graduates move from one level of responsibility to the next, finding success becomes less dependent on their tangible resume content and more dependent on their intangible skills and leadership savvy, which include: Presenting themselves to effectively influence others, connecting and forming alliances with others, engaging in a way that puts others at ease and monitoring behavior as a way to adjust to needs of others.
There really aren’t two types of people in the world. Everyone, rather, is two types of people: the person they are and the person they show to the public eye. After spending 15 years in the corporate world before starting her leadership consulting practice, Sara Canaday and Associates, Sara Canaday noticed a lot of people were running into the same obstacle that was pulling down their potential: themselves.
Sara Canaday, UT alumna and author of the book, “You According to Them,” says that promoting your brand involves expressing a rogue point of view within your organization that shows your ability to influence. She says this can be done by giving courses and writing blogs and memos that demonstrate an interest in the progression of the company.
Even in the best of times, CEOs need all of their people doing their best work. But the current economic fits and starts make consistently high performance even more critical. To succeed, leaders must quickly identify their leadership thoroughbreds—those who show real promise for becoming top performers—and invest resources to ensure that the organizations can harness their maximum value.
Transforming Your Doers Into Drivers: Seven Basics to Help Your High-Potential Team Members Perform at a Higher Level
Though it might seem a bit unfair, there is a tendency to categorize team members as DOERS or DRIVERS. Those with the greatest potential successfully make the gradual shift from doing all of the work themselves (DOERS) to making sure that all of the work gets done well, according to their vision (DRIVERS).