The only thing you get to change is yourself, and in the prerequisites to this course we’ve given you real tools to do that. Now, use those tools to influence the course of your future, your team's future, and your organization's future. Make a plan for yourself that will help you help others, and learn skills to make it happen.
Listening and being sure of your values underpins everything that comes with professional influencer and leadership soft skills. We’ll go on to look at self-assessment and leadership planning, negotiation, addressing and resolving conflict, and successfully identifying and promoting circumstances you want.
After this course, you will be able to:
- state your own mission and plan with confidence
- negotiate and persuade
- deal with difficult people
- contribute to crafting a working environment you want to work in
The prerequisites for this course are Courses One and Two of the Specialization "Professional IQ: Preventing and Solving Problems at Work".
De la lección
Week 1: Becoming a Leader
Find out what it can be like to make the transition into a leadership role. Learn how your values and branding are essential in this transition.
Director of the National Center for Professional and Research Ethics (NCPRE), Professor Emerita of Business, and Research Professor at the Coordinated Science Laboratory
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As you become recognized as a leader, you will be more visible and
you will be more watched.
One of my favorite authors is Joe Badaracco from Harvard and
he's written a number of case studies, articles, books.
I recommend all of his work, it's terrific work.
He and Allen Webb wrote an article called The View from the Trenches where they did
in-depth interviews with 30 recent graduates of the Harvard MBA program.
Those people has been out of the world of work for a little while.
And one of the things they discovered, which probably won't surprise you very
much, is that many if not most of these young professionals had encountered
situations where they've been pressured to do things that they found sleazy or worse.
Remember when we talked about the informal versus the formal curriculum where they
teach you one thing and then what they actually do is another thing?
The informal curriculum in a lot of places doesn't match
what the formal curriculum is and so you'll be making choices.
And as you become more visible as a leader,
your choices will influence the choices of others.
In A View from the Trenches there's one powerful quote that says,
never forget there's not a moment that goes by when the people who are working
for you aren't watching and listening.
Your choices, the things you say,
the things you do will be watched and they will set the tone.
They'll set the tone for your work group.
They'll be emulated by others.
They'll represent your organization outside.
And they'll ripple within your organization.
As you grow as a leader, your decisions will bind more people,
they will affect more people.
And they'll come to define not just you and who you are and what you stand for.
They'll come to define your workgroup and your company, in terms of who they are and
what they stand for.
All of this is one of the reasons that for many years I've been collecting two-minute
challenges from professionals, students, professionals I know.
And why we use them throughout this course, and throughout my writing and
teaching, always with permission,
always with people's identities a little bit disguised to protect their careers.
Because they represent real challenges faced by real professionals,
to give you an opportunity to practice.
To think about your tools, your skills, and most of all, your values.
Because as you explore these things, you'll come to know yourself better and
come to know what you want to do in circumstances and
have the tools to be prepared to do it.
Before you act, it's often worth recalling the saying attributed to
Ralph Waldo Emerson, What you do speaks so loudly I can not hear what you say.
People are watching.
>> Interacting with the employees and understanding that you are on display.
Is that a frown, because I'm thinking of something that is bothering me,
if I pass an employee I see once every other week in the hallway,
could be misinterpreted as as frown by them.
Is that you have a responsibility as an executive, as a manager, that,
as you're walking around, you represent that organization.
And when individuals look up the ladder,
they expect to see the most positive aspect of you.
And most individuals that you pass in the hallway think that you're
thinking of them.
And to think otherwise, you would think that that's very selfish of them, but
it is a lot of your entry level employees, your tellers,
your clerks, which is the bulk of our operations are young.
And they have a lot of time to think about themselves.
They don't have families yet and they're focused solely on their career.
And as you mature and as you become an executive and a manager, you're busy,
or you're usually starting a family, so you are thinking about multiple things.
>> For me, when I first became a manager, one of the biggest challenges was
really having a birds eye view instead of just really focused in on the task
that I was doing at the time, as an associate, or as a senior associate.
So, as you grow into a leader, one of the biggest changes is
really having the bigger perspective of how every aspect of
our work impacts everything in that area or the group or the team.
And understanding how little things can really make a bigger impact.
So having that outside perspective in was the biggest change for
me when becoming a manager.
My advice for people who are looking to grow into leaders or grow into management
positions is to really start taking that bird's eye view as soon as they can.
So, even if you're in charge of only one part of an assignment,
or one line of the balance sheet, or one specific task for a project,
there's always a bigger impact and there's always a way to ask a question.
Or what is the long-term impact on the client or
what is the overall impact of what we're doing in this project,
in this specific function to the rest of the business or globally.
So just being able to start asking those questions of what the bigger picture is
can help you understand it.
So that when you are a leader and you are a manager,
you're ready to understand that bigger vision.
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C. K. GunsalusDirector of the National Center for Professional and Research Ethics (NCPRE), Professor Emerita of Business, and Research Professor at the Coordinated Science Laboratory
