Every chief executive officer (CEO) wants superstars in his or her company. Superstars are high performers, innovative, creative, and they deliver outstanding results. Superstars are highly sought-after performers who make their managers look great.
What would happen if they knew how to connect every project to the organization’s overall purpose? Being promoted is often thought of as an opportunity to work exclusively from the proverbial 30,000-foot view. Yet, as many executives know, a new title doesn’t make you a strategist.
It is Saturday morning and career coaching time. One of my favorite questions to ask a client is, “What’s next for you?” A multitude of responses include, “I have more potential to leverage,” “not sure—I am exploring,” “my career has been great, but I am not sure what is next—I feel a bit uncertain,” or “my career has progressed every three to five years, and it is time for me to be CEO (COO, SVP, or VP).”
Holding oneself accountable is more than a slogan or bumper sticker. A fundamental tenet extraordinary leaders embrace is that the degree to which they hold themselves accountable dictates the extent of their empowerment and ability to effect positive change. When this perspective is primary, it forwards actions and builds trust. When it’s absent, it not only feeds a blame game but narrows executives’ perspectives about how to make an impact.
A new white paper authored by DDJ Myers’ Senior Vice President Peter Myers, MCC, shares research on mid-level leadership practices from six years of cohorts in the Emerging Leaders Program. This 35-page white paper is rich with information on mid-level managers and their strategic leadership practices. Here are highlights of three of the eight characteristics of mid-level managers being developed as strategic leaders.