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Advancing in an organization is often a top priority for leaders,
but a narrow organizational and personal perspective can severely
limit your ability to advance. Broadening your organizational
perspective-understanding not just your own area of expertise, but
how your organization works as a whole-can greatly enhance your
ability to move upward. This guidebook will help you understand how
to widen your perspective by showing you what obstacles may be
holding you back, and what challenges and experiences you can learn
from in order to advance.
During the course of your career, you are likely to have many
different kinds of developmental experiences. You may be assigned
to or seek out a challenging position that tests your limits. You
may establish a relationship with a mentor. You may feel called to
provide leadership for some community activity. Or you may seek out
further training and educational opportunities, such as formal
leadership development programs. All of these different experiences
share a common path--they are avenues toward personal and
professional growth. These experiences may make you feel as if your
learning and development were accelerated. What caused that
acceleration? How do you keep the learning momentum going once the
experience ends? This guidebook shows you how to enhance the value
and impact of developmental experiences.
Feedback is a rare commodity in organizational life, but it is key
to managerial effectiveness. One increasingly popular vehicle for
getting feedback from one's boss, peers, and subordinates is the
multiple-perspective, or 360-degree, feedback instrument. Use of
such an instrument can enhance self-confidence by highlighting
individual strengths and can facilitate greater self-awareness by
pointing out areas in need of further development. Because of the
availability of so many feedback instruments, finding the best
instruments for an organization's needs is difficult. This book
presents a step-by-step process that shows how to evaluate
multiple-feedback instruments intended for management development.
The steps take you through such issues as instrument development,
validity and reliability, feedback display, scoring strategies, and
cost.
It is a troubling fact of organizational life that executives with
a track record of success, and who are expected to continue to
succeed, are sometimes fired, demoted, or plateaued. The derailment
research conducted by the Center for Creative Leadership in the
1980s investigated the reasons why. This publication reports on a
study that extended CCL research by comparing contemporary derailed
and successful executives in the U.S. and in Europe, and by
comparing these results to the earlier findings.
At a time when women have more tools than ever before to help them
break through the glass ceiling, including the government's Glass
Ceiling Initiative and the 1991 Civil Rights Act, far too many
remain trapped beneath it. Based on the ground-breaking three-year
study of female executives that brought the glass ceiling to
national attention, this book examines the factors that determine
success or derailment in the corporate environment, reveals how the
executive environment is different for women, and looks at the new
obstacles along the road to the top.Vital reading for every woman
in business and for every employer and manager now responsible for
the removal of advancement barriers for women, "Breaking the Glass
Ceiling" explodes the long-held myths and provides practical advice
on how to smash the glass ceiling.
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