When fast trackers are rejected, things can turn ugly. It's company's fault, of course. But most people know enough to consider source. After all, many of us give some thought to our career development planning, and feel that fast trackers get what they deserve by not doing same.

More often, employees feel concern for their long-term colleagues who apply for promotion when one of their superiors moves on, and are bypassed in favor of a new hire from outside company. The reasons given usually make sense-but fact is, when it happens too often, company is blamed.

Fortunately, our company has a solid middle ground. Between fast trackers and those who believe they should automatically inherit career opportunities, lie most of average employees. At evaluation time, we work with our managers to find ways to develop skills we need to get us into jobs we want. We discuss new options and gather information. We engage in career development planning, and are prepared when opportunity comes along. I highly recommend this as path to success.

© 2005 AlphaMeasure, Inc. - All Rights Reserved

This article may be reprinted, provided it is published in its entirety, includes author bio information, and all links remain active.

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Measure. Report. Improve your organization with AlphaMeasure employee surveys.

Josh Greenberg is President of AlphaMeasure, Inc.

Mind you, I'm not just talking about great leaders of history. I'm also talking about all leaders everywhere no matter what their function or rank. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations, effectiveness of those leaders is dramatically increased.

That's where business leaders communicate for best results. You can order people to go from point A to point B. But best way to get great results is to have people want to go from A to B. Instilling "want to" in others, motivating them ... isn't that what great leadership is all about?

Don't get me wrong. The Leadership Talk is not some kind of "feel-good" way of relating. It took me 20 years to figure out how to give Leadership Talks and write two books about it. There are specific processes one must manifest in order to give Leadership Talks. Usually it takes me two full days to teach people how to do it. Once they learn it, they can use it throughout rest of their careers. The Leadership Talk is relatively easy to learn and it takes years to master. The point is that through it, you can take specific, concrete steps to motivate people to take action that gets great results. For instance, before leaders can develop and deliver a Leadership Talk, they must first answer "yes" to three simple questions: "Do you know what audience needs? Can you transfer your deep believe to others so they believe as strongly as you do about challenges you face? And can you have that audience take ardent action that gets results?" If leaders "no" to any one of those questions, he/she can't give a Leadership Talk.

160 years ago dots and dashes that chattered down wires from Baltimore to Washington spelled out that Whigs had nominated Henry Clay to run for presidency.

Back then, Thoreau might have said nothing important was communicated; but today if you want to lead for great results, take Thoreau to heart. Communicate what truly IS important. Don't give presentations and speeches. Give Leadership Talks. Forge those deep, human, emotional connections with your audiences. Get them motivated to take ardent action for great results.

2005 © The Filson Leadership Group, Inc. All rights reserved.