The Accidental Leader

Written by Steve Wright

It was never planned, it just happened. After years of enjoying what you do, and consequently doing quite well, your efforts and results have been recognised by management. They asked you to lead a small group and coach up a few other staff to work with you and ‘learn fromrepparttar master’.

While work was still quite enjoyable and some people blossomed under you, others didn’t. You were also unaware that your personal output was starting to suffer.

More time passed and continued good performance, along with adequate to good results from your team, as well as possibly length of service, put you in line for more responsibility and a larger team.

Now with five or more people reporting to you, you are having trouble getting torepparttar 138139 work you were so good at years ago, let alone excelling at it. A greater proportion of your team are not performing as well as you felt you did. Management seem a little disinterested in your specific work and are talking more about your teams output being not quite what they expected from such a high performer as yourself.

You have become an Accidental Leader. Your excellence in your field has resulted in you moving into people leadership, about which you have little if any training, without you even realising it.

This is an all too common scenario. The Peter Principle is about being promoted one step beyond your abilities due to your adequate performance atrepparttar 138140 previous level. This issue is more about being given a job in another profession. Medium size business is faltering atrepparttar 138141 middle management levels where great “doers” are being forced to try and reproduce their output in others, without any ofrepparttar 138142 basic skills needed to do that.

There is no logical reason why someone who is a great developer, graphic designer, fireman or mechanic would haverepparttar 138143 skills required to replicaterepparttar 138144 same results from a team of people. Maybe they might be great technical coaches, passing onrepparttar 138145 experience ofrepparttar 138146 work to a number of other like skilled people, but leading a team is a very different challenge.

Atrepparttar 138147 most basic level, unless every team member is a “mini me” ofrepparttar 138148 leader, what drove them torepparttar 138149 success of their job, is not going to work for most ofrepparttar 138150 team.

This is where I have found myself.

How many of you out there feelrepparttar 138151 same?

The first step for us is to realise we are not inadequate and doomed for failure, and that there are many, many of us. Leading a team to produce what we so enjoyed doing personally, can be infinitely more rewarding if we appreciate that we are still producingrepparttar 138152 same output, but more of it and better crafted because we have a wider range of skills doing it. Think of it as a different way of creatingrepparttar 138153 same result, but better. We simply have to learn how.

Career Searching: A Vision Without A Plan is a Hallucination

Written by Rob Taub, CCM

Success is not always something you necessarily find when you arrive. It may berepparttar journey that gets you there.

It seems as though people make career management more difficult than it has to be. When something threatens to make it simple, they almost invariably find a way to make it more complicated. For example, in recent years there’s been much more activity inrepparttar 138138 small to mid-size companies, yetrepparttar 138139 majority of people looking into a job change or career move continue to scourrepparttar 138140 newspapers forrepparttar 138141 classified advertisements, allrepparttar 138142 while complaining that there are so few meaningful opportunities. If they hadrepparttar 138143 resources to scanrepparttar 138144 300 leading newspapers and publications inrepparttar 138145 U.S. they’d still find relatively few meaningful opportunities. According torepparttar 138146 U.S. Department of Labor andrepparttar 138147 Bureau of Labor Statistics, historically, most ofrepparttar 138148 better positions are never advertised. According to R. L. Stevens Associates’ CEO, Randy Stevens, 70 to 80 percent ofrepparttar 138149 meaningful jobs go unadvertised. Ifrepparttar 138150 same people would only get out intorepparttar 138151 market and make some new friends—contacts, they’d see new opportunities, perhaps just aroundrepparttar 138152 corner.

Easier said than done? Unfortunately, yes. Most of us have never been trained in this sort of work. Evenrepparttar 138153 most senior managers may be novice in a job change or career search and can become discouraged. Still, there are a couple of basic concepts that, understood, can make job searching less complicated.

One is to begin replacingrepparttar 138154 hours you spend scanningrepparttar 138155 classifieds with meaningful, face-to-face discussion. In discussion with others, like yourself, you will likely find access torepparttar 138156 activity created by movement and happenings inrepparttar 138157 small to mid-size market. Keep this in mind: Within everyone you meet, you are likely to discover a far more helpful, energetic and interesting person you may have thought him or her to be. Just give them a change. All it takes is a little bit of encouragement and direction., which is another key concept. That is, most people like to help others; it’s human nature to help others. We just don’t always know how. Tell them how and they will help.

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