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There are many things that politics is not. Politics is not good or
bad; it's neutral and natural. Politics is not a zero-sum game;
politically savvy individuals can use their influence in an
effective, authentic manner so that all parties involved get
something positive out of the experience. Politics is not about
being false; instead, political savvy is about using your skills,
behaviors, and qualities to be effective, and sincerity is vital.
Use the ideas and exercises in this guidebook to become a more
politically savvy leader, and build your capacity to lead
effectively in your organization.
You want to start working on the next steps in your career. Your
boss made remarks in your last performance review that you want to
take action on. You know now the kind of leader you aspire to be
and want to pursue your aspirations. You have an "enduring
weakness" that motivates you to improve. You feel bored or stale in
your current job and want to develop new capabilities. If you've
experienced those things or have had similar experiences, then you
know that what makes you successful now won't take you to the next
level of performance or leadership. Successful leaders have the
ability to adapt, change, and reinvent themselves. They thrive on
change. Do you? The FIVE STEPS in Change Now will help you become
the leader you aspire to be by guiding you through a process of
change. Use this book to identify where to focus your development
energy, create goals that work for you, craft a plan for achieving
your goals, overcome obstacles, and stay on course. Don't wait.
Become the leader you want to be, the leader you need to be.
Feedback is a rare commodity in day-to-day organizational life, but
it is a key to ongoing effectiveness.One popular vehicle for
getting feedback from one's boss, peers, subordinates, and
customers is the multiple-perspective or 360-degree-feedback
instrument. Whether part of a management-development course or used
alone, this kind of instrument can enhance self-awareness by
highlighting a leader's strengths and areas in need of further
development.Selecting the right instrument from among the dozens
that are available can be difficult, however.This new edition of
Feedback to Managers, the fourth, updates and expands the popular
1998 edition.It guides the selection process with an in-depth
analysis of 32 publicly available instruments that relate self-view
to the views of others on multiple management or leadership
domains. Each of the instrument reports includes descriptive
information, a look at the research behind the instrument, and
descriptions of support materials.
Benchmarks, a 360-degree assessment, has been used by approximately
16,000 organizations and over 200,000 managers. Data collected
through its administration has resulted in large comprehensive
databases that have provided the basis for numerous studies. These
annotations on published research were written for anyone who is
interested in the research leading to the development and
refinement of Benchmarks, the interpretation of the assessment's
results, or the relationship of Benchmarks to other psychological
assessments.
Managers who achieve significant professional goals don't often
worry about career derailment. But complacency isn't the same as
continued success. Many high-performing executives have one or more
blind spots that they ignore as long as they meet their business
goals. The traps that lead to derailment can usually be found among
five leadership competencies: interpersonal relationships, building
and leading a team, getting results, adapting to change, and having
a broad functional orientation. Managers who rely on any of these
skills at the expense of the others or who neglect these skills
when promoted from a technical to a managerial role can sidetrack
their career. Leadership success--achieving it and continuing
it--depends heavily on a manager's developing and using each of
these skills.
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.
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.
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