Some children dream of becoming doctors and astronauts, and some adults dream of becoming CEO. Haven’t you often felt that you could do just as good a job—if not a better one—than some of the CEOs you’ve met?
Perhaps you do have the makings of a leader: People look up to you– and not just your subordinates. You’re a resource, a diplomat without portfolio, a consultant without the title. At meetings, you cut through irrelevancies to the heart of a problem. If you can’t solve it, you know what steps are necessary in finding a solution. You may, indeed, be destined for bigger things.
There are no guarantees that you’ll make it, but you stand a better chance if you can help matters along. Some pointers:
- Pick the right spot. In certain industries, individuals are advancing rapidly. Other areas are sluggish and will probably remain so. Follow the business news closely and consider shifting to an industry that is enjoying a growth spurt. Or, if you’ve got foresight and guts and you’re willing to go out on a limb, try a company that is in the throes of turning itself around.
- Maintain relationships. As the prize gets bigger, the game gets rougher. You’ll need to hold on to a solid core of supporters through good times and bad.
- Know when to let go. You also need to know when to let relationships fade. It may be coldblooded, but if you are single-minded about your goal, you can’t afford to hang on to people on their way out. There is a risk of being tainted by association.
- Invite feedback on your style. There’s often a discrepancy between how you see yourself and how others see you. You must be perceived as having leadership qualities. If you are not receptive to criticism, you’ll never find out what other people think.
- Welcome risk. It’s a chance to be innovative, according to Walter Wriston, former CEO of Citicorp. You’ll probably fail from time to time, but you risk even more by being too cautious.
- Stay current. Keep up with changes in your field. Take refresher courses, attend trade meetings, read the literature. If you are considered out of step, you will suffer setbacks in your quest.
- Develop inner resources. The higher you go, the more isolated you will become. The toll can be great: Family life and personal time fall by the wayside If you’re dogged in your determination, you must learn to make the necessary tradeoffs and live with them.
- Go with your intuition even though it might lead you into terra incognita. Take a cue from Armand Hammer, who says, “Whenever I see everyone rushing in one direction, I know it’s time to move the other way.”
- Make a career plan, but don’t be restricted by it. If you see that your career has taken another turn, allow yourself the flexibility to change. A timetable needs constant reevaluation. Even if you don’t make it to CEO, you’ll still have the satisfaction of doing your best.
Taking a Step up on the Ladder
You’ve been hankering for that promotion for a long time. When it finally happens, you’re surprised to find that you are in a strange new world. Not only is your job difficult, but your relationships have changed. To your former peers, you’re no longer one of the gang.
Personal relationships seem more stilted, even strained. Can you be both boss and friend? What can you say—what can you do—to ease the transition for yourself and for those you now manage?
If the situation is awkward, here’s what you can do:
- Confront resistance. If you sense jealousy, hard feelings or general tension on the part of some employees, meet with them individually to find out what’s bothering them. Let them know that you realize it’s a difficult transition for all concerned. But make it clear that you need and are counting on their cooperation.
- Be yourself. Don’t let your promotion go to your head. Few things turn employees off faster than the manager who lords it over others. Your promotion is recognition of your attributes and contributions. If you prided yourself on being accessible and accommodating before, continue to be that way.
- Say “no” tactfully. There will be times when you will have to turn down a former peer’s suggestion or request. How do you do it without giving a “power-hungry” aura? Here are some tactful responses that fit the situation:
—”It’s contrary to company policy; my hands are tied.”
—”Your approach is too costly. I need a suggestion that will meet our budget.”
— Offer an alternative, or show the person an approach he or she can take.
- Remember what you wanted yesterday. It was not so long ago that you wanted to be told the reasons behind your assignment, thirsted for words of encouragement and praise, and looked for consistent supervision. Remember what you wanted in a manager yesterday and you will have a reliable guide to what your people expect from you today.
Observation: A promotion is not a coronation. You were promoted to do a job and have done your previous job well. Therefore, the sooner you settle into the new routine, the sooner your staff will, too. Respect will be gained, without the loss of friendship.
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