Sometimes they went well, and sometimes they didn’t, but I’ve always owned my room and said, ‘I’m really ambitious, I would like to do X or Y, I think I can be useful. I want you to keep me in mind when this opportunity comes up,’ or ‘I think this could be a really interesting idea. Instead of relying on my manager to just magically manage my career for me, I really put the onus on myself. You need to be comfortable being quite explicit about your career, and I describe myself as ‘unapologetically ambitious’. Some people are comfortable with that, while other people - especially women - are less comfortable. We have to break that stigma we should celebrate people that want more. We just have to turn that conversation away from being a personal one and into a constructive, productive one about how that helps the business. … But be sure to know what you mean by leadership That will unlock a lot.”Ī lot of people feel like they need formal authority to lead, but I think the best leaders and best CEOs in the world don’t ever rely on formal authority. “A number of young people I speak to feel this pressure that they have to move up in their career, and clarify: What does that mean? Do they like to be in a creative space? Do they like managing large teams? So many people I talked to don’t want to manage large teams but they feel they have to in order to move up. It’s possible to lead without having a formal leadership roleĪnd so you just really have to understand yourself, your motivations and your skill sets, then you have to try and map that to what the business needs.” 3. “The other thing that I did that helped me was I went out of my way to be useful and helpful to a lot of the other functions that weren’t exactly my job, and I did it in a sort of egoless, informal way. It’s funny - a lot of people feel like they need formal authority to lead, but I think the best leaders and best CEOs in the world don’t ever rely on formal authority. They win trust, and they inspire and empower people.
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