Have you met this person? He is gifted networker, and creates many opportunities in the community for people to collaborate. He’s at every meeting in town, and you wonder how he gets work done. He really wants to be a C level executive.
There are two kinds of people connectors. I call them Fake and Real connectors. Their behavior outside their organization may look similar. Their contribution to their company will look different. A Real connector is connecting people to make an impact on their work and company. A Fake connector is connecting people to add to his or her contact list. The Real Connector is aligned to the organization and career strategy, while the Fake connector is trying to jump to the top quickly over other bodies. The Fake connector is so buy looking for the next contact that they neglect work in the company they represent. They may spread rumors and lies to make themselves look more important than others. They don’t know it, but people can see what they are made of.
Here are some activities you can invest in to grow your leadership after you’ve jumped the chasm:
- Find a mentor in or out of the organization to coach you in your new role, preferably someone who has played that role well.
- Go to conferences and events that help you add value to your company and organization. Pick carefully and do not spend valuable time on any that aren’t specifically applicable.
- Offer to speak at large conferences to promote your organization (not yourself).
- Mentor someone. Help the person who wants your job to get ready in case you find a better position inside or outside your organization.
- Hold the Directors below you responsible for outcomes. Confront more than ever. Also praise more than ever.
- Be an expert on finance, budgets and assets. Know the Return on Investment (ROI) of every decision you make. How does this increase revenue or avoid cost?
- Leverage the members of your executive team. Although there will be strong competition, help glue the team to a common strategy and purpose through a strong relationship with the CEO.
Here are some things that you should not do:
- Focus on competition with your C-level peers.
- Get in the weeds – that’s for your directors, managers, SMEs and Do-ers.
- Make decisions without asking for feedback from your direct reports and peers.
- Stop working on your career plan.
Consider bringing in the RMA Strategic Leadership simulation. In this experiential workshop, each team member will complete a Trimetrix EQ diagnostic instrument and a 360 assessment. Executive leaders will negotiate complicated budgets with their peers in HR, Marketing and IT. You’ll make difficult decision with others about budget, impact, timelines and staff. To conclude, you will create a Career Map. This 2 day intensive simulation is available inhouse and as a public workshop.