A ten year longitudinal study on executive transitions found that more than 50% of executives who inherit a mess fail within their first 18 months on the job. Also uncovered by the study were the numerous landmines for leaders in this situation. Based on this research and my experience, here are six things the most effective leaders do to avoid failing in a new role.
Congratulations—you’ve been asked to lead a change initiative! But there’s a catch—its success hinges on the cooperation of several people across your organization over whom you have no formal authority.
If you’re like most managers, you’re facing this sort of challenge more often these days because of flatter management structures, outsourcing, and virtual teams. Read on to get the rest of this excellent HBR article on this essential skill:
“Almost every organization benefits from having the right partners. Unfortunately this seemingly natural bias to partner leads to bad choices without a strategic approach to partnerships and guiding criteria.
The most valuable partners 1) share interests and 2) have differentially valuable strengths.
So, partner with organizations that meet both criteria and work with other organizations in other ways.”
I have long admired the work of Tony Schwartz. His New York Times bestseller, “The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal” co-written with the also renowned expert, Jim Loehr, has been a regular recommendation of mine for more than ten years. It’s not unusual for me to begin to coach high-powered executive clients with huge jobs and lots of stress who are well on their way to burn-out. This book addresses those clients’ fundamental issues: the need to continue their extremely demanding work, while at the same time consistently generating high performance without losing their “edge”, or, burning out in the process.
Tony’s leadership over the years as President and Founder of The Energy Project continues this important work. Check out this very personal and very honest account from him about going off track and recovering. I think you will find it worth the read.
A recent study of more than 5000 people using a validated assessment found that the majority of respondents have suboptimal responses to stress at work. Understanding your current default response to stress is the first step to crafting a more adaptive cognitive pattern. Read on to identify your “go-to” style and detail about how you can improve.
Leaders understand the stakes—at least in principle. In its 2016 global CEO survey, PwC reported that 55% of CEOs think that a lack of trust is a threat to their organization’s growth. But most have done little to increase trust, mainly because they aren’t sure where to start.
Sheryl Sandberg recently visited Airbnb to share lessons learned from her years at Facebook and Google. The question was posed to Sandberg: “What’s the number one thing you look for in someone who can scale with a company?”
“Someone who takes feedback well. Because people who can take feedback well are people who can learn and grow quickly.”
How well do you take feedback and do you apply it in a proactive way?
What if corporate restructuring were more than a slash and burn? What if it appealed to hope instead of fear? What if it not only promised, but actually delivered, a stronger company and a better place to work?