It’s not the obvious things that are likely to sabotage your new career, but the things you least expect or don’t know about. Last time we explored the goals you didn’t know you were being measured against and today it’s all about your skills – the skills you never knew you needed.
You are an executive in a new role or preparing for one. To avoid the first three traps that can sabotage your career, you will have figured out what is specifically expected of you in your new role, identified your key stakeholders , and discovered the hidden goals that can ruin your reputation. Now here’s the moment of truth: do you have what it takes to be successful in this new role? It’s an uncomfortable question, but one you need to ask yourself if you want to hit the ground running and create the right impact in your new role.
Knowing the expectations in the job is one thing; understanding the skills and competencies to fulfill these expectations is an entirely different story. Great leadership starts with knowing yourself: do you really know what your strengths and weaknesses are?
Every single job has its own unique set of people, tasks, and culture, and it’s vital that you do not rest on your laurels and assume that what worked in your previous role will work just as well in your new role. Nobody is highly skilled in all competencies, and different combinations of competencies are needed in different roles and in different organizations.
To understand what leadership competencies are required of you, you need a competency model. My preferred one is the Leadership Architect™ which is based on 38 leadership competencies and over 60 years of research.
Ask yourself: “which of these leadership competencies are crucial for exceptional performance in my new role?”
Now how do you rate against these competencies? Beware of your own, biased view of yourself, and bear in mind that “90% of executives believe they are among the top 10% of talent in their organization!”
If you want to obtain a balanced evaluation of your competencies, then seek input from others. Perform a 360 Degree Feedback if you haven’t done any recently, and refer to your past performance appraisals as sources for your evaluation. Be honest:
- How do you rank in the most crucial competencies that your new role requires?
- Are you ‘good enough’ or do you have the potential to excel in this job?
- If not, how can you develop the skills needed in an acceptable timeframe?
- And if you think you won’t be able to develop those, how are you going to deal with this?
- Compared to your previous role, what will you need to continue doing, stop doing, and start doing, to deal effectivelywith the new environment and challenges you face?
The sooner you realize what the specific skills for success in your new role are, the sooner you can adapt and save yourself from sabotaging your career before it has even begun.
May you hit the ground running and create the right impact in your first 180 days!
Next week, you will learn how to avoid the trap of the wrong quick-wins that can sabotage your new executive career.
If you would like an individual consultation on how to hit the ground running and create the right impact as an executive in transition, contact me now:
phone: +66-2 107 2025