Promotion: Good News and Bad News

Most executives relish the idea of a promotion: more money, more authority, more opportunity. Yet there's a downside to every promotion: more risk and more stress. According to Matt Paese, Vice President of Development Dimensions International, many corporate leaders consider a promotion their most difficult life event.

Joann Lublin offers advice to recently promoted executives in today's Wall Street Journal:

1. Obtain clear orders from your committed boss and stay in close touch.
   
2. Come up to speed quickly by requesting guidance from your counterparts elsewhere and from trusted insiders.
   
3. Exude self-confidence without acting cocky.
   
4. Try to placate resentful subordinates.
   
5. Don't make too many bold moves too fast.
   

Read the entire article here:
Leadership Skills Ease Stressful Promotion to Uncharted Area

Many executives stumble because they fail to implement guideline number one. They mistakenly assume that their boss prefers to be left alone, and asking for too many appointments will show a lack of confidence (violating guideline number three).


As Lublin points out, time spent with the boss early on should be focused on gaining clear guidance and understanding expectations. Self-confidence comes from taking the initiative to determine how to meet goals and expectations. Even so, no one can meet goals that they haven't heard or don't understand. Unfounded assumptions can be fatal to a newly promoted leader's career.


On page one of The First 90 Days: Critical Success Strategies For New Leaders At All Levels, Michael Watkins writes "The President of the United States gets 100 days to prove himself; you get 90." Successful executives spend a good portion of those first 90 days in conversation with their boss.

Baptism by Fire

More job seekers could find themselves in freshly created positions as companies revamp operations to cope with expanding markets, takeovers or financial crises.

Joann Lublin

Many executives appreciate the opportunity to blaze their own trail by creating a new position from scratch. No incumbent, no old agendas, no baggage. Still, rapidly changing expectations and a complex political environment can combine to create a baptism by fire.

Writing in the Wall Street Journal yesterday, Joann Lublin offers helpful advice: forge personal relationships with key players to gain credibility.

The first few weeks are critical, please don't waste them sitting in your office reading reports. You've got to get out, talk to people, and create allies. Your internal network should include superiors, peers, and subordinates - you'll need their support to succeed.

Lublin offers some great suggestions:

• Find out what people want of you
  
• Meet face-to-face with co-workers to learn about corporate politics
  
• Walk down the hall twice a day to brainstorm and bond with your team
  
• Include people in your meetings
  
• Attend important meetings (even if they forget to invite you)
  
• Maintain relationships with prior colleagues
  

To read the entire article:
How You Can Ensure A Newly Created Job Has Staying Power

Three Envelopes

Perhaps you've heard the story.

Her first day on the job, the CEO was somewhat annoyed to discover a stranger sitting in her office. She suddenly realized he was the recently ousted CEO.

"I won't take much of you time", he said. "I've left three envelopes in your top right-hand drawer, under the pens and pencils."

Seeing her quizzical look, he went on. "Some day you'll experience a crisis on the job. When you do, please open the first envelope."

She walked over to her desk. Sure enough, he'd left three envelopes tucked in her drawer. When she turned to look at him, he was gone. She quickly forgot his visit.

One month later

She left a staff meeting in a hurry. Everyone was up in arms over an employee who had died on the job. Apparently, several co-workers had complained to management about unsafe conditions, but no changes were made.

Her phone message light was blinking, but she ignored it. Probably a reporter, and she wasn't ready to deal with the press just yet. She grabbed a pencil from her drawer, and her eye fell on the corner of an envelope. "Oh well," she thought. "It can't hurt."

She tore open the envelope. Inside was a folded piece of paper with three words "Blame Your Predessor".

"Brilliant!" she thought, and immediatelly began drafting a press release.

Two months later

The CEO had lunch with her largest customer. At least, he was her largest customer before lunch was served. He spent the entire lunch complaining about customer service. Over dessert, he announced that he was taking his busines elsewhere.

On the way back to her office, she called her sales VP. The picture was worse than she realized. Several other large customers had gone over to the competition, also citing service problems. They had to do something fast to convince others to stay.

She pounced on the second envelope: "Reorganize Your Operations". "Hmmm," she thought. "It just might work. Realign customer service . . ."

Three months later

The CEO walked calmly out of the board meeting. Everyone on the board was upset. Their latest product was a disaster. Released a month late and dismissed by potential customers. She'd bet the company and her reputation on promises of success.

The first two envelopes had saved her. She was betting on the third. She opened it slowly and carefully. "Prepare Three Envelopes."