If you are unhappy in your development as a leader, you’re not alone. Many people in leadership roles struggle with hitting a plateau when it comes to enhancing their leadership skills. As with the path to developing any skill, you are going to hit valleys and peaks on your way to improving as a leader. If you are currently in one of these valleys or unsure why you aren't developing, consider some of these potential factors:
A sales manager read an article about his company’s refusal to deal with any country where “under the table” money was part of the negotiation process. He circled the article and wrote the words Right On! in the column, and mailed it to his CEO. The attached note said: “I’m proud to work in a company whose values reflect my own.”
In an era of fiscal and time constraints, is it possible to sell your ideas to company leaders? Yes, but the success depends on how you frame the opportunity.
I’ve seen it more times than I can count; a talented millennial who has potential in spades, walking out on a perfectly good job, looking for greener pastures in other organizations. The company lets them loose in spite of their aptitude for success and misses out on someone who could help bring new life and energy into the business. The statistics are pretty well documented. Millennials now make up the highest percentage of the work force and 66% of them expect to be in different jobs within 4 years of starting employment. The current turnover average in America is nearly 14% and it costs a company a year’s salary to replace a lower level employee, and 2 years salary to replace a senior employee.
Should you base your new product or service development on your technical expertise, the things that you are good at, or on the needs of your customer, even if those needs are in areas where you have little or no strength?
Gimmicky applications of virtual and augmented reality make the headlines all too often. This year, the biggest challenge for the immersive tech industry is to move beyond escapism and start designing genuinely useful virtual experiences.
I am fortunate to have an amazing and motivated team. It takes a lot more than staying late, working weekends, or taking on an industrious project to faze them. But even highly motivated people need an extra boost of motivation on an on-going basis. One of the challenging parts of a leading team is being aware enough to determine precisely when that boost is necessary.