‘I’m stuck at se­nior mid-level. How can I get lead­er­ship role?’

The Times of India (New Delhi edition) - - Times Business -

Ques­tion: I have been with a multi­na­tional com­pany for over a decade. I joined this com­pany in a tech­ni­cal role and ex­celled in client-fac­ing as­sign­ments. The man­age­ment ap­pre­ci­ated my tech­ni­cal con­tri­bu­tions and lead­er­ship qual­i­ties. As part of grad­ual ca­reer pro­gres­sion, I wanted to get into a lead­er­ship role. Since the client was wind­ing down its busi­ness with my com­pany, the man­age­ment ad­vised me to look for an­other cus­tomer whom I can serve in the lead­er­ship ca­pac­ity. I was soon picked up by an­other client since I had top rat­ings and re­views. I told my new man­ager that I wanted to work in a lead­er­ship role. The man­ager gave a few ver­bal as­sur­ances and promised a pro­mo­tion. But I was ac­tu­ally put in a silo tech­ni­cal role. I have brought this to the no­tice of the top man­age­ment. Ev­ery word of ap­pre­ci­a­tion ap­pears just hol­low. I see my­self as “a per­former once, a piece of fur­ni­ture now”. What should I do?

Ethe mo­tion or­gan­i­sa­tions can false sense of up the hi­er­ar­chy. In cases, how­ever, the bare

change — only the des­ig­na­tions do — es­pe­cially early stages.

This up the lead­er­ship

can through both in or func­tional ing that they be­cause they ship But th­ese for work done in tech­ni­cal/func­tional do­main — or for time com­pleted early stages of ca­reer.

It is un­com­mon for in­di­vid­u­als to ex­pe­ri­ence ceil­ing be­yond ( se­nior level

Those who tech­ni­cal exin­di­vid­ual con­trib­u­tors, lack­ing in the to lead teams, will wit­ness their ca­reers ta

off lev­els or see them­selves han­dling only se­nior do­main ex­pert be­yond lev­els.

From story, it is there has been some lip ser­vice let be­lieve that to be in lead­er­ship But the or­gan­i­sa­tion tech­ni­cal ex­per­tise lead­er­ship the client. where

than

Ban­er­jee replies:

to

tran­si­tion lead­er­ship in or­gani

Most of us see that ca­reer In fact, based (time-based)

fol­lowed by

be best

tech­ni­cal tech­ni­cal the feel

up leader

to

would be

to

have been con­tri­bu­tion can

— in I want you to con­sider two things: Be­sides for lead­er­ship

what have done to demon­strate for such

Lead­ing teams demon­stra­tion of high emo­tional in­tel­li­gence to

stake­holder ex­pec­conflicts, to con­trib­ute to the or­ta­tions, in­spire

Have with filled to work on? their ex­pec­ta­tions of which they us­ing ex­e­cu­tion is the client feed­back on

Feed­back is of­ten sought (for fear of know­ing what want to con­front), time by se­niors. It’s face-sav­ing syn­drome in col­lec­tive so­ci­ety where they have

than be di­rect tell they don’t con­sider fit for lead­er­ship This ex­pe­di­ent be­hav­iour by bosses we com­monly find, be­cause of which have be­come such it’s sus­tain­able of over time.

Now, have the choice to sulk, be up­set de­cide to see fur­ni­ture, or do some­thing to fix this. Only can.

Here are the op­tions:

di­a­logue with key stake­hold­ers with some clients, don’t blame, seek hon­est feed­back. Re­flect on feed­back that is shared with

work on de­fi­cien­cies.

Im­prove ex­ec­u­tive com­mu­ni­ca­tion skills (both writ­ten

had open con­ver­sa­tion stake­hold­ers on un­ful­sought feed­back they in

be­cause of still con­tinue in tech­ni­cal/ chal­lenge. Be­sides,

can lead to loss

en­hance in­ter­per­sonal tion­ships with the

team

Con­sider the ser­vices of coach to help If the or­gan­i­sa­tion seek its help to sea­soned lead­er­ship coach

out of tech­ni­cal/func­fixed­ness to de­velop larger busi­ness/strate­gic

En­rol for

lead

ex­ec­u­tive MBA

some in­spir­ing TED Talks to widen

And fi­nally, suc­cess ca­reer is — do out­source this to em­ployer or oth­ers, even coach. Jobs easy, but ca­reers built through com­bin­ing com­pe­tence/ eco­nomic

Use this sit­u­a­tion to find

Do sub­mit the strings of lead­er­ship to some­one else. The bridge be­tween suc­cess is filled with hard work hon

con­ver­sa­tions with

Su­jaya Ban­er­jee is CEO, Cap­stone Peo­ple Con­sult­ing. She has 29 years of ex­pe­ri­ence in lead­ing peo­ple in or­gan­i­sa­tions like Bri­tish Gas, Es­sar Group, Go­drej and Lowe Lin­tas & Part­ners Talk to us

Are deal­ing with tough boss? Are col­leagues be­ing to Is work­place cul­ture hin­der­ing

Is there that’s both­er­ing work, which wary of dis­cussing in­ter­nally? Talk to us. Our of ex­perts will in work­place

AdWise’ will on th­ese ev­ery Thurs­day to help with work­place us [email protected]­group.com

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