Driven by a pressure to create impressive results quickly, executives in transition often forget the people around them. But a leader without followers is just a man taking a walk. As people are the key to success in any business and any industry, read here how you can leverage your own impact as a leader by pulling your people with you right from the first day.
Your large multinational organization may seem to have unlimited resources. Alas, you wish you could have a little bit of the agility and effectiveness of one-man shows!
As a leader in a new role you are in the spotlight. Everyone is watching you to see how well the ‘promising talent’ is doing. Decision makers are anxious to prove that promoting you (and not the other guy) was the right choice. Your desire to create some ‘quick wins’ is understandable. But be careful not to drown in the quicksand you might create.
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. You may know what’s expected from you in your new executive role, but do you know what skills and competencies you need specifically to excel in your new job?
Are you leader who delivers great results but you still missed the last promotion? Maybe the reason is you are not hitting these goals that you didn’t even know exist.
Trap #2 That Can Sabotage Your New Executive Career —The Silent Stakeholders Who Can Ruin Your Reputation
Newly promoted leaders I coach are usually very busy getting things done. Too busy to take the time to identify who their key stakeholders are. Not taking care of all your key stakeholders though can easily sabotage your new executive career…
Have you just been promoted to a new executive role? Whether you are in a new organization, promoted to a new leadership role or on expat assignment abroad, your promotion comes with hidden traps that can sabotage even the most experienced leader.
Read here how to overcome Trap #1 for Executives in Transition: What They Don’t Tell You in Your Executive Job Description
Most executives I work with are highly skilled in strategic thinking; setting the direction is not a problem for them. Following the direction is! And this ability is what distinguishes outstanding leaders from the rest.
And here is where your classic to do lists and fancy apps fail. We all know what we “should” do, don’t we? At least equally important to knowing what to do is knowing what not do do.
Why do some executive coaching assignments yield much better results than others? When I reviewed my coaching assignments of the past few years, I discovered one difference that makes a big difference….
I asked a multi-national team about their best and worst bosses: what did they do that motivated you? What did they do that de-motivated you? Their answers were plain and simple. It does not take magic to be a great leader!