Laurence J. Peter famously coined the management theory that everyone rises to their level of incompetence in his 1969 book, The Peter Principle: Why Things Always Go Wrong. But rather than predicting that everyone must ultimately be promoted to a level where they will fail (the most common interpretation), Peter was really talking about the sad reality that many people who fail are promoted for the wrong reasons.
Watch this video preview of some InPower advice for how to sidestep the Peter Principle in your own career. Then register or login to the InPower Coffee Break Community to take the self-diagnostic and find out what personal development work you should be doing now to make sure your next promotion isn’t your last.
This is true for women and men alike, but women have a special challenge. Quite often women don’t feel like we fit into the predominantly male leadership culture by virtue of the behaviors, attitudes and values that are fundamental to who we are. So quite often we end up “faking it” without even knowing it. The problem is that this catches up with us one way or another. Either we alienate people we work with, we alienate ourselves – or both. Don’t be “that gal,” the one that fakes it and fails.
January 1st is coming fast! If you’re like most of us, you’re knee-deep in year-end closing reports, next year budgets, family holiday planning and… stress! Work Life (much less balance!) at the end of the year is just crazy – largely because we’re scrambling to meet so many goals we set for ourselves (and those set by others). Even though it feels nutty, this is actually a good time to take a deep breath and think strategically about how we set our goals – for meetings, days, weeks and years – to help us reduce stress and increase productivity. In this three part video series, and December webinar on the subject, we’re looking at the power of Intention-setting (a strategic goal-setting approach) to do just that! Continue reading
Most leadership books and gurus will tell you that leaders are learners and full of curiosity. Sometimes, this penchant can get you into trouble and – as many entrepreneurs learn the hard way – lead you traipsing off after some little bright shiny thing, letting your business languish. This kind of curiosity is the not good kind. But the good kind of curiosity takes you deeper, not far afield. It digs you into the root cause of the problem you need to fix – for your customers with a product, for your employees with an operational issue or for your investors for a financial issue.
How does one focus their curiosity to get to the bottom of the problem where the gold lies? Continue reading
And it IS a subtle art!
“Don’t make us wait any longer to benefit from your greatness and contributions.”
What are you waiting for?
Thanks to Sagestone Partners for putting together this awesome video, inspired by The Girl Effect (also an awesome video). And thanks to Mike Henry and the LeadChange group for sharing this so widely.
To everyone but us, we were a power breakfast.
Meeting early at the Mayflower Hotel in downtown Washington DC, we were strategists behind an international organization representing 160 of the biggest companies and Non Governmental Organization (NGO) nonprofits in the world. The Director, on a trip over from his home base in Switzerland to meet with the Chairman of his Board and two experienced consultants, had a most respected European academic institutions funding his effort and he personally exhibited more brain cells than the rest of the room put together.
The four of us discussed the big question for this organization, the issue of how to launch their organization to the global community – accommodating the various interests of their members in the process.
As we talked and explored the strategies of organizational change, I was struck by how this powerful group danced around the edge of powerlessness. The Director and his Chairman – a woman with decades of experience and deep knowledge of the politics and economics of this field – listed on their website some of the most recognized and powerful brands in the world as paying members. And yet, our discussion revolved around the “tyranny of minorities,” two groups whose divergent positions threatened to stalemate the organization – either diluting or halting the launch.
It’s a common experience in Washington DC and many other headquarters-locales where power seems to flow through the streets; groups of people with great power “on paper” often feel helpless to make things happen. Sure, the Director could decree the way forward, but he’s likely lose important members, and the claim of sector-wide support, in the process. In today’s world, Command-and-Control leadership just doesn’t cut it in most situations.