Most people don’t view paranoia as a plus. But Rashesh Shah sees its benefits. As chairman and chief executive of Edelweiss, a financial services firm in India, Shah favors “productive paranoia.”
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If you’re advising a new manager to succeed, start by establishing guiding principles. Groom your managers to evolve into dynamic leaders by helping them develop these four skills and attitudes.
In today’s trying economic times, falling short of your budget is nothing new for many managers. But how you react to it affects your success moving forward.
Being promoted to a new role or project is an exciting time in your career, particularly if the additional responsibility represents a significant step forward. Nevertheless, increased power often means overwhelming pressure to perform. Here are four ways to deal with the feeling that you’re in over your head.
“If you look in the mirror and don’t see plenty of flaws, you’re delusional,” says tech consultant Steve Tobak. “And companies are entirely made up of imperfect people, just like you.” Still, he says, some leaders “more or less” know what they’re doing.
When you start your first job as a manager, don’t rush in and begin changing everything. Instead, get in learning mode, writes Dorothy Tannahill-Moran.
A “loyal and hardworking” accounts payable clerk was accused of embezzling $1 million from the Archdiocese of New York. Although perceived as an outstanding employee, she had been stealing since she was hired.
You start off as a functional leader, and within a few years, you’re tapped to lead at a higher level. But you’re struggling—it’s different at the top. At this point, it’s crucial to make a series of (sometimes tricky) shifts to make the leap to enterprise leadership.
This season, the Washington Nationals have stood at or near the top of their division because they have a skipper who knows how to lead: Davey Johnson.
No one—not even CEOs—can do it all without sound guidance and advice. In a recent Booz & Company study of CEO turnover, leaders explained how they learned what they needed to know, when they needed to know it.