The summer solstice provides us a fantastic excuse to be intentional about how we spend our time, an excuse to celebrate that we have So. Many. Ways. to do things that make us feel alive, and to rumple up the routine in a world where we’ve gotten so good at doing the same thing day after day and week after week in a pseudo-satisfied trance.
One of the most daunting things about being a leader is that you’re almost always being watched by your team, and that it almost always matters– even when you think the stakes are low or there are no stakes at all. There are always stakes in leadership.
Still, the perks, confidence, and security that come with being a HI PO are pretty great. So, what does it take to become a high potential? Here’s a quick list that will get you back out there doing all of those things that will (hopefully) get you on that list.
I used to travel for business, a lot. For a large part of my career—about 15 to 20 years of it—I was traveling at least once per week. Plus, starting in 2006 when I began my international professional travel, I visited 17 countries for work. I'm happy to have had a mini-reprieve in my new role and spend more time with my family. What all that travel has given me, though, are some really helpful tips for business travel (and those frequent flier miles), especially if it’s going to become a big part of your life.
Being a HI PO is a great thing for a career. It is a designation, more often made informally, that indicates who the company is betting on to become their future rock star. There is an expectation, or at least a hope, that these folks will eventually lead the company. Do you know if you’re considered a HI PO?
Productivity is like the holy grail, the code to the meaning of life that we are all still trying to crack. It might be the one thing that companies and employees are trying to get right at the same time and in the same way.
Leaders fret about whether they have the talent they need to compete in the ever-changing market in which they play. This is one of those nagging concerns for CEOs. One of the reasons this concern doesn’t go away is many CEOs recognize that their company doesn’t have the talent management skills that enable a stable and predictable flow of quality leaders.
It’s that time of year again; resolution setting and goal planning to map out your year ahead. Whether you call them goals, resolutions, or intentions, January 1 is a completely arbitrary reset and yet is a convenient reminder for us to re-evaluate and take stock. Anything that results in us reflecting inward a bit more is a pretty good thing in our book as long as you are kind to yourself along the way. Often we try to use our January goals to make up for the year we just had, and while that’s optimistic (and the optimism behind the “new year” trend is something I love), it’s not always the most effective plan.
“Happy Work” is in our name, and we’ll still be some of the first people to tell you that your career doesn’t always come up roses. Work isn’t happy every day, and that’s OK! Sometimes it’s smelly, rotten, exhausting, boring, and difficult (and not in the fun-challenging kind of way). Conflict at work can be a big part of the stink.
We’ve written a lot about feedback and how to be prepared that most of the time the person hearing the feedback — either inwardly or outwardly — will be defensive, maybe even very defensive. And that defensiveness can really affect the usefulness of the conversation.
Years ago, I found myself in a job that JUST WASN’T FUN ANYMORE. I complained about it just like that, too – in an all-caps, whiny-voiced kind of way that likely made The Husband feel the same way about his life (or at least about me).
If you don’t want to be a dick(tator) of a manager, you absolutely need to motivate your people. But if you’re a leader who’s unwittingly or even wittingly messing up your company’s culture*, then this list might describe you uncannily well:
There are times when we can’t handle our career management on our own anymore, when career coaching and an outside perspective from a coach are what we need to move ourselves and our career forward to have that extra push and help with accountability.