Lead to Win: How to Be a Powerful, Impactful, Influential Leader in Any Environment - Hardcover

Harris, Carla A.

 
9780593421680: Lead to Win: How to Be a Powerful, Impactful, Influential Leader in Any Environment
Hardcover
ISBN 10: 059342168X ISBN 13: 9780593421680
Verlag: Avery, 2022

Inhaltsangabe

The author of Expect To Win and Strategize To Win steps out with dynamic strategies for leaders of today and tomorrow.

Work has undergone a sea change, introducing a new matrix of concerns and questions for leaders and potential leaders. What does it take to lead effectively now? What does leadership even mean?
 
In this much-needed book, powerhouse Carla A. Harris examines the journey from individual contributor to leader. She targets the essential skills necessary to succeed, such as the importance of taking risks, creating a vision, and leveraging assets like relationships and partnerships. At the heart of this book are the eight things you must be intentional about every day—authenticity, building trust, creating other leaders, clarity, diversity, innovation, inclusivity, and voice—qualities that you need to hone and manifest to become a powerful, impactful leader no matter where you work. She also examines the key traits of being a transformational leader, focusing on the gaps she has seen in leadership that could impede or damage any leader’s effectiveness.

Timely, inspiring, and filled with Harris’s trademark practical advice, Lead to Win will become a touchstone for anyone looking to influence and lead others to make positive change.

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Über die Autorin bzw. den Autor

Carla A. Harris is the author of Expect to Win and Strategize to Win and senior client advisor at Morgan Stanley. She has degrees from Harvard University and numerous honorary doctorates. In 2013 she was appointed by President Barack Obama to chair the National Women's Business Council. She was also the chair of the prestigious national organization, The Executive Leadership Council; chair of the board of the Morgan Stanley Foundation; and she currently sits on both for profit and other philanthropic  boards. The recipient of several professional awards, Carla has been named to Fortune magazine's list of "The 50 Most Powerful Black Executives in Corporate America," Essence magazine's "The 50 Women Who are Shaping the World," Ebony's list of "15 Corporate Women at the Top" and others. She regularly appears on national television and radio programs, and speaks to corporations, colleges and universities, and at events and conferences many times a year. An accomplished gospel singer, she has released four albums and performed to sold-out crowds at Carnegie Hall and the Apollo Theatre. She lives in New Jersey.

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Chapter 1

Moving from Individual
Contributor to Leader

Leadership Pearl #1
Leadership is a journey from execution to empowerment.

You are reading this book because you aspire to be a leader. When you begin your career it's typically in an entry-level role as an individual contributor. Your duties are assigned, your specific actions are dictated. Your job is to understand and execute any assignment you are given. In other words, your job is to DO, not to DEFINE, and to execute EXACTLY as instructed.

There will be times when you are given an assignment and are expected to add your own style. Other times, you will be asked to perform using a hybrid approach, doing some of what you were asked to do and some of what you decide is necessary. But for the most part, as an individual contributor, your focus is on achieving a previously defined outcome. Your performance review will likely focus less on the process and more on how well or how closely you followed the instructions you were given. In short, how well did you get the job done?

As an individual contributor, you are also generally not responsible for managing or leading other people. Typically, no one reports to you, you don't have to assign tasks to others, nor are you responsible for their coaching or professional development. You are not concerned with managing resources, optimizing people, or considering the concerns or needs of external constituents.

While your work or contribution is important to the company and may even be essential to the profitability and competitiveness of the organization, your reward is tied solely to what you produce. You are given the resources you need to accomplish what you are responsible for. You are not concerned with balancing the needs of shareholders, employees, customers, senior leadership, or other stakeholders. Your job is to create an outcome.

As you enjoy more success as an individual contributor, you will start to develop a strong, positive reputation. People in leadership positions will start to notice you and begin to consider you a leadership candidate. Your company will begin to inquire about your interest in advancing to a leadership position. In most organizations, after it appears you have mastered your role as an individual contributor, managing other people is the next step. Part of the assessment of your readiness for a leadership role focuses on whether you have exhibited leadership attributes while in your individual contributor seat: Have you demonstrated that you can take initiative, do you know how to recognize and take advantage of opportunities, do you have the ability to build relationships, and are you comfortable taking risks?

Leadership is a journey from execution to empowerment. As a leader, you go from getting the job done to focusing on giving others the tools, the resources, the experiences, and the opportunities they need to develop and evolve their own leadership skills. While there certainly might be tasks and decisions that only you as the leader must make, your time as a leader should be filled with anticipating the needs of those working with you and those of the customers, constituents, and other stakeholders that your actions serve.

As you are advancing along your career journey, it is important that while you execute your assignments, you also look for opportunities to lead. Often those who are evaluating you are looking for signs of your ability to lead or for signs that you have an appetite or aspiration to lead.

It is important that you take the initiative to seek out these opportunities because those above you will not always tell you that you are being observed and assessed for potential leadership opportunities. Part of the "test" used to assess your leadership capabilities includes how much initiative you demonstrate in your day-to-day work and whether you can recognize opportunities to lead, as well as take advantage of them.

Allyson had been working on the presentation for a new marketing idea for one of her firm's largest clients. This was an idea that could significantly enhance the effectiveness of the client's digital marketing campaign. It was a lucrative contract for the firm, and the project had a compressed go to market deadline. Every assignment before the pilot of the new program had been tightly controlled and dictated by the partner on the team. While Allyson had been working with this client on various projects for over a year and had a great relationship with her counterpart at the client as well as with their senior officers, all communication with the client had previously gone through the senior partner on her team.

Allyson finished the project and thought she had put together an outstanding solution. She really wanted to get a sense of whether it would receive a positive reaction from the client. Her inclination was to call her counterpart there to get an "off the record" reaction before moving forward with the recommendation. But she recognized that while it might show initiative, it might anger the senior partner, who could perceive her as going around his back. On the other hand, she thought it would demonstrate strong forward thinking and initiative and might give them the opportunity before the meeting to use informal feedback to refine their approach if necessary.

Allyson decided to call her counterpart, who gave her significant feedback, prompting her to completely overhaul their original solution. When the team went in to present, the client loved the recommendations and gave them the contract. When Allyson's boss asked her how she had developed an idea that was so closely aligned with the client's objectives when they had received so little guidance, she told him, with some trepidation, about the "off the record" call. Allyson decided to be transparent because she knew that transparency is one of the keys to building trust. Her boss had clearly trusted her up to this point. She did not want to impair that trust. In fact, she hoped it would grow if she told him exactly what she had done.

Allyson was thrilled when her boss praised her for having the idea and the initiative to get the preliminary feedback and to work with the client to produce a product they were excited about. At the end of the year, as the partners were discussing promotion candidates, this incident was used as an example of Allyson's readiness to be promoted to a leadership role in the department. Why? First, she showed her ability to take a calculated risk. Second, she demonstrated her relationship skills by leveraging a contact to get valuable information. Third, she showed she could take initiative by changing the presentation. All these attributes are similar to those expected of a leader.

Now let's imagine that Allyson had played it safe and decided not to follow her instincts and risk the ire of the partner. Allyson's team would have gone with the original presentation and would not have received the same effusive praise from the client. Further, they might not have been awarded the contract or, at a minimum, would have opened the door to competition. In addition, there would have been no example of Allyson exhibiting three of the four major characteristics sought in a leader-risk-taking, initiative, and the ability to approach, collaborate, and innovate with clients. When the partner discussion turned toward Allyson's capacity or readiness to lead, the outcome would have been unclear at best.

Your ability to take advantage of leadership opportunities is a critical step on the journey to becoming a leader. There is no question that there are risks involved. You could misidentify an opportunity. You might risk "blowback," upsetting a superior who may feel that you are overstepping or challenging their decision-making authority. You also risk that you may fumble the chance, or risk that the...

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Verlag
Avery
Erscheinungsdatum
2022
Sprache
Englisch
ISBN 10 
059342168X
ISBN 13 
9780593421680
Einband
Gebundene Ausgabe
Anzahl der Seiten
240
Kontakt zum Hersteller
Nicht verfügbar
Verantwortliche Person
GS1 Slovakia
https://www.gs1sk.org

Nantersk� 23
Žilina
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Slowakei

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