You have what it takes or you wouldn't be there. Remember, women are still a minority within the senior management ranks. It is what it is. Clearly, you will stand out more the higher you rise. Make peace with being a target for others and remember "the best defense is a good offense".
Find a leader that you respect, can learn from, and can take calculated risks with to better the company. If your current boss doesn't satisfy all of the three criteria, do your job well and look for a new boss who will. You can learn from every person above you in an organization, even those that you make you cringe. Poor management will teach you what to avoid when you manage others. Lastly, if you feel you are doing the job of your immediate superior, make sure it is obvious to others and more than likely you will be seen as a candidate for a promotion opportunity.
Look for mentors outside of your reporting chain: While it feels terrific when it happens, don't expect your boss to be your mentor. In fact, it can serve you well to have an outside perspective and coaching, too. I've found that I have gained immense value from a variety of people I have worked with, including more experienced colleagues, management consultants and personal coaches hired by the firm to specifically improve the quality of the entire management team.
Seek out advice from those who may have been there before and are willing to share ideas and insights that will make you better. Develop impeccable timing: Being at the right place at the right time is usually a planned occurrence from a career perspective.
Take on tasks outside your comfort zone, or assigned domain, to build credibility with other leaders and show you can work with a team outside of your organization. Lastly, make sure you are able to prepare material, and confidently present complex ideas to senior executives and large audiences. The supervisor doesn't improve and you get stuck doing two jobs.
If you sense that this "terrific opportunity" is disguising a backstop situation for an underperformer, you should gracefully take a pass. Promote the success of others: Find others that you respect and make it a point to promote their success. At the executive level, your success depends on your investment in your key stakeholders.
Build a stakeholder map and specify, by individual, what you need to do to make them successful. By making them successful, they will be more inclined to speak well of you and support your team's agenda.
Remember to always be grateful and appreciate the contributions of others. Take the time and effort to say thank you in a way that is meaningful to the person you want to recognize. I believe a great part of being a manager is rewarding and recognizing talent.
It spreads good will and enables others, further it develops a healthier work environment. It can never hurt to support, recognize and promote people you respect. Build a winning team: You can be the smartest person in the room, the hardest worker, the most dedicated team member and your results will always be limited by your individual contributions.
By building a team and delivering unquestionable results, you are exponentially more valuable than what you can deliver as an individual contributor. Paradoxically, you must be deliberate in building and nurturing your team.
These go a long way towards creating an environment where successful teams can flourish. Keep developing your messaging skills: Being able to deliver a compelling story, engage an audience, and facilitate a fruitful discussion is an essential component of your toolbox.
A sledgehammer leadership to run a tight ship is a violently straightforward approach that has little consideration for how employees might be affected by that aggressive straightforwardness. A sledgehammer leader will make a point to get their message across despite who is on the receiving end. Or even their perspective on the matter. A velvet hammer leadership takes a different approach: honest and firm, yes, but also aware of the kind of management that will help employees feel considered.
I communicates empathically. A velvet hammer leadership requires those at the top to know and talk to the people they lead. Velvet hammer leadership will also make a team adopt a similar style when communicating, ultimately nurturing community and connections. That the feedback is meant to help them fix things and continue to thrive while making them feel listened to and supported. Start by asking them for help to provide a nonthreatening setting.
Finally, ask what they think is the best solution; make them a part of fixing the problem. Velvet hammer leadership is an effective way to lead an organization- Photo Credit- Brett Jordan-Unsplash. Negative feedback is no fun duh and that alone can make people try to avoid it. Baldridge compares it to telling a friend they have spinach in their teeth. It needs to be said. Similarly, when something needs to be said within an organization, people tend to notice.
Like most adjustments, it may take a little practice. Using the velvet hammer can make a difficult conversation run smoothly for everyone. And, if done right, velvet hammer leadership can turn potential conflict into thoughtful collaboration and effective problem-solving. I agree to the terms and conditions laid out in the Privacy Policy.
Luckily, we have assembled a list of five tactics to help you focus at work based on proven techniques. Plan Ahead […].
This site uses cookies. By continuing to browse the site, you agree to our use of cookies. We may request cookies to be set on your device. The first boss is what we call a sledgehammer leader. An effective leadership style uses a velvet hammer approach to bring out the best in a team.
These experiences definitely set the tone for how we end up leading our own teams and businesses. How many of you consider yourself to be a sledgehammer or a velvet hammer leader when it comes to your leadership style? The sledgehammer leader tells it how it is, regardless of their audience. The velvet hammer leader takes into consideration the audience and actively listens to them. They think about how people may perceive a message. They ask themselves questions like: How would this person feel if I said things a certain way?
What would that audience think if I approached things a certain way? The velvet hammer leader puts themselves into the mindset of their audience. As the leader of your business or organization, you have three primary functions:. People want to be heard.
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