Managers who achieve significant professional goals don’t often worry about career derailment. But complacency isn’t the same as continued success. Many high-performing executives have one or more blind spots that they ignore as long as they meet their business goals. The traps that lead to derailment can usually be found among five leadership competencies: interpersonal relationships, building and leading a team, getting results, adapting to change, and having a broad functional orientation. Managers who rely on any of these skills at the expense of the others or who neglect these skills when promoted from a technical to a managerial role can sidetrack their career. Leadership success–achieving it and continuing it–depends heavily on a manager’s developing and using each of these skills.
Inhoudsopgave
7 The Bad News: Derailment Happens8 The Good News: Success Happens Too8 Interpersonal Skills13 Team Leadership17 Getting Results22 Adaptability and Change27 Success Strategy Checklist28 Suggested Readings28 Background29 Key Point Summary
Over de auteur
This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated, sinceits inception in 1970, through its research and educationalactivity conducted in partnership with hundreds of thousands ofmanagers and executives. Much of this knowledge is shared-in a waythat is distinct from the typical university department, professional association, or consultancy. CCL is not simply acollection of individual experts, although the individualcredentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and workingtogether to understand and generate practical responses to today’sleadership and organizational challenges.The purpose of the series is to provide managers with specificadvice on how to complete a developmental task or solve aleadership challenge. In doing that, the series carries out CCL’smission to advance the understanding, practice, and development ofleadership for the benefit of society worldwide.Craig Chappelow has worked with hundreds of mid-level andsenior executives. He managed the introduction of two CCLInternet-based assessment instruments, Benchmarks Online and 360 by Design, and writes the Dividends & Interest column for CCL’s bimonthly periodical Leadership in Action. Heholds an M.Ed. in higher education administration from the University of Vermont.Jean Brittain Leslie is manager of instrument developmentresearch in the Products group and instructor of CCL’s Benchmarks Certification Workshop. She is coauthor of several CCLpublications, including A Look at Derailment Today: North America and Europe (1996). She holds an M.A. in sociology fromthe University of North Carolina at Greensboro.
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