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.