Dear Carnegie Coach:
I am a mid level manager at a large multinational company. I was recently up for a promotion, but in the end I was not selected for it. The feedback I was given was that I need to think beyond just the task at hand and look at the bigger picture. What can I do to make sure that the next time a promotion comes around I am not left in the dust?
You are not the first person to receive this type of feedback. Although I’m sure that you are disappointed at the moment, this is great feedback from you manager or supervisor. He or she has presented a challenge to you that you should be able to meet. What you need to become is a Visionary leader. Here are a few suggestions that will get you on track for your promotion and a successful career.
- See the strengths in others – They use those strengths to encourage teams to their highest level of performance. The visionary leader spends far more of their coaching time building on the strengths of others than dwelling on perceived weaknesses.
- Build bridges between team members – Not only does the visionary leader see individual strengths, they are able to connect those strengths to form strong teams. They build bridges of experience, training, and education between colleagues.
- Focus on planning and preparation – It is impossible to be a visionary leader without thoughtful planning and thorough preparation. Visionary leadership doesn’t happen accidentally. A visionary leader relies on the thoroughness of their plan for their eventual success.
- Push yourself out of your comfort zone – Ask yourself “Am I stagnating, falling into routines or comfort zones?” They look for new challenges and seek out mentors and trainers who can guide them to develop expanded leadership skills and strengths.
- Do your homework; always make informed decisions –Leaders today have a tremendous advantage in their ability to acquire knowledge via internet research. There literally is no excuse left for leaders to make uniformed decisions, despite the fact that we see it happen frequently.