Managing Yourself Stop strongHoldingstrong Yourself Back.pdfVIP

Managing Yourself: Stop Holding Yourself Back - Harvard Business Review Page 1 of 6 Managing Yourself: Stop Holding Yourself Back by Anne Morriss, Robin J. Ely, and Frances X. Frei From the world’s poorest communities to the corner offices of its largest corporations, same basic challenge: how to gain the strength and insights not just to manage but to lea different perspectives, we have been investigating what gets in the leadership; Frances focuses on coaching senior executives; and Anne works on unlea world. We’ve worked with hundreds of leaders in the public, and in more than 50 countries at various stages of development. Amid all the Organization builders, fire starters, and movement makers are unintentionally s leaders. As a result, companies aren’t getting the best Leadership Diagnostic: Are You Having Maximum Impact? (Located at the end of this article) Why does this happen? We’ve identified five major barriers. Barrier 1: Overemphasizing Personal Goals True leadership is about making other people better as a result of your presence— your absence. That doesn’t mean leaders are selfless. They have personal goals— retirement plan, among other things. But the narrow pursuit of those goals can lead to self- neither of which fosters other people’s success. One leader we studied fell into this destructive behavior after a long, successful run a bosses had always valued his drive and accountability. But he was managing, he pinned the blame on the “mediocrity” of the product development support an inferior product. Troy’s COO disagreed and began to hint that Troy’s job was on the his watch. To shore up his position, Troy started working to win over senior colleagues one by put it—by asking for feedback on his performance. was committed to improving his leadership skills. But the customer servi