When it comes to promotions, the old cliché rings especially true: knowledge really is power. The more you know — not just about the organization, but about yourself — the better equipped you are to lead. Hit the ground learning, not running.
By George Bradt
40% of new leaders fail in their first 18 months in a new role. Generally that’s because of poor fit, poor delivery or poor adjustment to changes down the road. Manage this by paying more attention to the basics of executive onboarding and responding appropriately to the early warning signs at three critical stages.
By Sonia Kolesnikov-Jessop
International New York Times
Complacency is the enemy of all great companies, and fighting complacency is the biggest challenge of any leader. If you're No. 1 or No. 2 in your market, it's very easy to become complacent. I think that being a great leader is making sure people are competitively paranoid all the time and that they feel driven to improve and enhance the offering to clients.
By Doug Ehrenkranz
While there is an abundance of research and study that goes into developing top performers, much less attention is typically given to the managing underperformers, or dare I say, toxic employees. Just as top performers can have a significant impact on the people they work most closely with, the same is true for toxic employees. In fact, underperformers may have an even greater impact on an organization; albeit negative.
By Dr. Chuck Russo
Program Director, Criminal Justice at American Military University
When you don’t earn a promotion that you feel you deserve, expect to feel surprise, anger, confusion, frustration, hurt, and disappointment. It seems unfair to be passed over when you have proven you have the knowledge, skills, and abilities.