Summary: Your career is based not only on your being a good leader, but also on your being recognized by others who are a good leader. Many leaders, however, disability, failing their career to have this recognition occurs in the right way. The author discusses the right way to cultivate the proper recognition of his leadership.
There are two streams of competitiveness running through every organization. The first goes outward: It 's the organization's competitive activities toward its competitors. The second goes inward: It 's the competitiveness of the leaders within the organization, who are competing against each other for power, recognition, privilege and promotion.
To succeed in the second, the leaders must not only do well in their work, but must also be able to have their leaders and colleagues perceive it right.
In other words, they must be able to advertise themselves - or, to use the vernacular, blow your horns.
I submit, however, that if you simply put the horn mouth advertising and hard knocks - that is, makes an outward show to advertise themselves - these efforts are revealed conflicting and counterproductive. The result will be people turning their backs on you rather than have them humming your tune.
Although it is necessary to blow its own horn as you climb the career ladder, you must also know how to do. After all, is not an art for the effort. Here are four steps you can follow.
(1) Identify an area of your organization that needs better results. The art is not simply selecting the right results, but do so in cooperation with others. Make sure when you shine light on the lack of results, not to embarrass someone who has been asked to obtain these results. Instead of making beautiful music, you might end up on someone's list of enemies! Have permission from the manager to focus on the area.
(2) Put together a team whose task is to achieve these results. Blow the horn to own means that you want to be seen not as the Lone Ranger, but as a team player. Make sure that the results can be achieved with a team. Enlist members to join the team, giving leadership talks. (What's in it for them to join the team?) Be aware, as you form the team, Any resentment or rough edges that Might Between surface and within the team and others in your organization who have a stake in the results. If you lead an effort that leads to hard feelings, it is better never to have started in the first place.
In addition, the new team should not only be formed, to be marketed. Both these initiatives require communication tools and skills that can take many forms. First, to describe the new team or service, notices should be used to fully define its purpose and operating principles, and people involved in it. These communication tools are descriptive in nature and can include everything from biographies of back-grounders product descriptions and technical specifications.
(3) achieving results. Implementation and achievement of targeted results is absolutely fundamental to this stage of horn blowing. Be sure to score a victory even if it is only a partial victory. The idea is to get the low fruit hanging from the outset to show others that your team is succeeding, and then the results later.
(4) Publicize the results. This is one of the most important steps of all, and is a step that few leaders follow. You could put together a team that gets some success, but have no idea how to publicize their efforts. The first rule is this: to blow your own horn more effectively, make sure you DO NOT TAKE CREDIT FOR THE RESULTS - YOUR TEAM MEMBERS take credit instead! Your efforts will be torpedoed if you look at all selfish.
To highlight the products and services successfully reached by the team, you can put together white papers, datasheets, documents and articles submitted case-history.
Do not make this effort once. You have to be constantly looking for results that flag, putting together teams to achieve results, then marketing and publicizing the results achieved.
In this way, when you blow the horn of your organization, you'll be making music can accompany a fast-rising career trajectory.
2005 © The Filson Leadership Group, Inc. All rights reserved.
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