Why do some people get ahead and others do not?
That’s the thought-provoking question addressed by authors Kim Zoller and Kerry Preston in the book “Enhancing Your Executive Edge.”
According to the authors, what distinguishes those who succeed in moving up the ladder is their “executive edge,” a presence that projects leadership, confidence, and credibility. I couldn’t agree more! Increasingly. I am being invited to work with clients to develop their presence as they advance from director-level to executive positions. Making that leap from senior to executive management is a quantum leap, filled with new expectations and a vastly expanded level of exposure.
If your career goals include this type of career trajectory, or your “edge” needs a boost to help you rise to the challenge of a new position, this book can be a game changer. It is organized into these five segments, each with concrete steps that will enhance your executive edge:
- Self-management and social awareness
- Personal branding
- Communication and presence (my favorite)
- Business protocol
- Motivation, perseverance, and excellence
Below are some of the ideas and advice that made an enormous impact on my thinking about enhancing my executive edge. (read more…)
As an HR professional, I know the value of the performance appraisal. However, I also know that, if done poorly, they can have the opposite effect on an organization.
Performance appraisals have typically been driven by human resources. When performance appraisals are done poorly by management, it reflects on HR. Traditionally, management has sat their employees down one on one to go over the year in review, set the upcoming year’s goals and expectations. For years, the process has worked for few, but because of the time involved, it’s not done with any degree of success.
Why should we do performance appraisals?
The purpose of performance appraisals is to provide individual feedback relative to the organizational goals. They should measure an individual’s contributions in terms of quality, quantity, timeliness, and costliness.
Why have organizations and upper management lost interest in them? Why do experts and management agree the performance appraisal/performance management effort is broken and is a waste of time? (read more…)
Would you rather be seen as being a fair leader or a just one?
- I’d rather be seen as being fair: 44%
- I’d rather be seen as being just: 56%
Justice Beats Fairness. Life’s not fair. Not everyone will be happy with the decisions you make and there will always be complaints about fair treatment. Being just is a difficult task. It requires leaders to be deliberate about how they spend their time (not everyone will get the same access), how they discipline, hand out promotions and assignments, and ultimately treat people. If you’re ever feeling “fairness pangs” where you have to make a tough call that isn’t necessarily fair, at least ensure justice is on your side.
Mike Figliuolo is managing director of thoughtLEADERS, author of “Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results” and “One Piece of Paper: The Simple Approach to Powerful, Personal Leadership.” (read more…)
There is nothing quite like the adrenaline rush of that moment when you’re first awarded an important leadership role.
Having “finally arrived” you imagine yourself as the rock star taking center stage at a roaring stadium of adoring fans. You can almost hear the ear shattering cheers of the crowd as they clamor to get closer, iPhones in hand, ready for the chance to take a cherished selfie and bask in your celebrity. The congratulatory comments and notes follow soon after, as do the handshakes, hugs and back slaps of colleagues, some of who may be actually be truly happy for your success.
But, after repeatedly playing this movie in your head, (in which your performance in the leading role is, of course, Oscar-worthy) at some point you come face to face with the enormity of your responsibility to others. Grand titles and big salary aside, the burning issue now is how you’ll show up as a leader and what legacy you’ll leave behind. (read more…)
Conciliators make the world go around. Or at least function more smoothly.
Conciliators have the ability to get people to get along with one another not merely as compromisers but as collaborators. Conciliation also works when things are broken. Then they become those who can reconcile aggrieved parties.
“The main object of conciliation,” said Confucius, “lies in reaching a solution to a case based upon morals and with a warm heart.” Morality underscores the principle to getting people to work together for the right reasons.
Warm-heartedness makes people feel good about coming together. A leader who can pull off such an endeavor is one that people want to follow, and remember.
John Baldoni is chair of leadership development at N2Growth, is an internationally recognized leadership educator and executive coach. In 2014, Trust Across America named him to its list of top 100 most trustworthy business experts. Also in 2014, Inc.com named Baldoni to its list of top 100 leadership experts, and Global Gurus ranked him No. (read more…)