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 Five Patterns for Extraordinary Executives |
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作者：Anonymous 在 众议院 发贴, 来自 http://www.hjclub.org
Pattern 1 – Understand the Value of You
Extraordinary Executives typically have a much higher self-reported understanding of what creates value in the market for professional talent. For example, they tend to focus more on the career options a position may create for them down the road. They know that compensation is a lagging indicator of performance, and that options increase ability to find the right fit, and perform to potential. They also understand that an extraordinary career is made up of both consistent performance over time, and also taking advantage of the rare, critical events which can dramatically alter the direction of a career. They try to create tangible, positive and lasting impact for their organizations, rather than just try to outperform their peers. Finally, they understand the concept of Detached Impact, which states that positive actions lead to positive outcomes, but rarely immediately. They don’t obsess about immediate benefits, but rather focus on the positive actions themselves, building new bridges with each one, knowing that over time, these actions will pay great dividends in their career journey.
Pattern 2 – Practice Benevolent Leadership
90% of Extraordinary Executives focus on the success of their subordinates as much or more than their own success, over time building an army of loyal and high performing team members invested in their success. They know that successful executives don’t claw their way to the top, they are carried there. They willingly delegate both non-critical and critical tasks to subordinates, keeping a watchful eye on progress, but allowing team members to benefit from the biggest challenges, and attract the best by giving them more authority. They Lead, Follow and Get out of the Way by clearly setting expectations related to performance and defining all resources available to the team for it to succeed. They then allow their subordinates the freedom to define the process to achieve objectives. They are comfortable hiring people more qualified in specific areas than themselves, and give them the freedom to achieve their potential.
Pattern 3 – Overcome the Permission Paradox
In most situations, it states you can’t get the job without the experience, and you can’t get the experience without the job. Amazingly, not a single Extraordinary Executive felt that this paradox significantly held them back in their career. Overcoming this, it turns out, is a rite of passage to an extraordinary career. Although it often seems safest to “stay within the lines,” not seeking to create impact beyond your defined activities, this strategy is very limiting. Extraordinary Executives seek both Direct and Indirect Permission, knowing that the more you focus only on those things you are “allowed” to do, the less opportunity you will have to do something when this permission is not as clear.
Although Extraordinary Executives are careful to seek buy-in from key people, they avoid gaining permission through aggressive political means, knowing that these activities are usually obvious to nearly everyone. And while short-term benefits may result, long-term resentment of peers builds over time, with peers hoping for, and in some cases contributing to their undoing. The most successful professionals often first seek to redefine their objectives, repositioning how their teams are perceived and elevating the impact that their role may have. Once their objectives have been properly redefined and communicated, an expansion of permission to perform activities usually follows naturally.
Pattern 4 – Differentiate Using the 20/80 Principle of Performance
Extraordinary Executives don't necessarily work harder, but work smarter. In fact, we found that they were especially focused on the happiness of their family lives and maintaining work/life balance. But they are able to differentiate their performance not only by doing more than was asked, but also by doing more of what's really needed. When they complete their objectives, they focus remaining resources on other activities that can create broader positive impact on the organization. They also know that success goes to the smart, not the swift, taking the time in a new role to gain an adequate perspective of how value is really created, what levers are at their disposal, and then acting boldly. They then identify breakthrough ideas for change, and amplify their impact through a broad network of relationships within and outside of their organization.
Pattern 5 – Find the Right Fit (Strengths, Passions & People)
Right Fit - strengths, passions, and people you like and respect. Extraordinary Executives are often able to accomplish this by “strategically drifting” from one role to the next, exploring many different industries, roles and experiences. By the time they leave the early promise phase of their careers, they typically have a much clearer understanding of what type of job/career represents their ideal fit. They are willing to sometimes take a “step backwards” in their career, trading pay and prestige for a role/path that represents a much better fit for the long term. They tend to focus more on their enduring strengths than on often fruitless efforts to overcome their weaknesses. They focus on long-term goals, and tend not to get caught up in the minutiae of micromanaging their careers for the short term. And finally, they realize that success requires defining personal ethical boundaries and avoiding the slippery slope of ethical gray areas.
作者：Anonymous 在 众议院 发贴, 来自 http://www.hjclub.org |
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