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Surprising Yet Common Executive Pitfalls, Part II
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Surprising Yet Common Executive Pitfalls, Part II - Executive Leadership Articles

Surprising Yet Common Executive Pitfalls, Part II

Executive Leadership Articles

Surprising Yet Common Executive Pitfalls, Part II

In our last article, we wrote about the surprising, yet common executive pitfalls of stage fright and extreme control, which can often be difficult to conquer, especially for bright young executives who may have enjoyed a meteoric rise to their executive position. In this conclusion to our two-part series, we will cover two more limiting executive habits and approaches that could be holding you back in your advancement up the corporate ladder—and contributing to the perception that you’re “too young” to be in charge.

  • “I know a whole lot about very little”: While commonly known as the academic’s problem, this declaration of specific expertise can be both impressive and at times restrictive. While you may be the leading expert in your field, familiarizing yourself with other industries can only strengthen your overall portfolio and make you invaluable in more than one way to your company and future employers. To accomplish this, dive into the fields most responsible for advancement in today’s business world as well as those critical to any company’s success, such as Technology, Marketing, Communications, and Energy and Sustainability. Read blogs and one-off articles, take webinars, or buy an industry-specific book or two. If you have an in-house specialist on your team who excels in any of the fields you wish to learn about, spend some time picking his or her brain. You’d be surprised how quickly—and painlessly—you can absorb tricky industry-specific information with an expert to translate the jargon.
  • Terrific Executive, Terrible Manager: It is a sad but true fact that many of today’s Executive Leaders have not taken management courses or engaged in any management workshops. While some executives have an innate talent for directing staff that makes official training unnecessary, for the rest of the executive population managing people can be a hard-won skill and, at times, even prove disastrous. To develop your own leadership style, you have a range of options available to you, from getting a master’s degree in management, to taking day-long courses and hour-long workshops offered by business development programs or consulting firms, to engaging in a mentor-mentee relationship with an executive whose style you admire. No matter which route you take, you will find that improving your management skills (and therefore your people skills) will boost your team’s efficiency, contribute to smooth communication, and also solidify your position as a strong Executive Leader.

Equipped with the knowledge of these common executive pitfalls and how to overcome them, you will be well on your way to solidifying your executive position, earning the respect of your more seasoned fellow Executive Leaders, and avoiding the painful “Too Young to Lead” stigma plaguing many young managers.

 

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Surprising Yet Common Executive Pitfalls, Part II - Executive Leadership Articles

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