Leading with impact
* Copyright Elisabeth Ferrari
You were immediately thrilled when, due to your terrific performance in your job, you were offered a leadership position. You had long thought of how you might be given more responsibility and creative leeway in your job.
The first things you did were to get an idea of the requirements of the new post, to talk to your line managers about their expectations and to organize a meeting with your new team. With your rousing inaugural speech you were able to enthuse your colleagues from the start and have them share the department’s goals. In due course, you did all you could to talk to everyone as often as possible in order to ensure that each and every one was able to flourish in their job.
Now, everything runs as you had hoped for. Conflicts, envy, apathy and resistance – these are things other departments experience. In your department a friendly and refreshingly creative atmosphere is immediately apparent, a working environment in which mistakes are accepted and seen as opportunities to learn and new ideas are welcomed. With this mindset, constructive criticism and appreciation are the norm.
Women in Leadership
Already early onwards in your professional development you enjoyed taking responsibility. Yet, as a rather reserved person, your former employer usually overlooked you when making personnel decisions, which you attributed to your not yet perfectly developed competencies. When the time came and you decided to change jobs you were offered a management position at your current organisation. Initially you were unsure whether you would be able to meet the demands there.
Right at the beginning, however, you were assigned a mentor. This showed you a lot about the equality and diversity already practised in your new organisation. You are excelling in your role. Your success proves your company is doing it right: compared to others, your organisation is one of the most innovative and popular employers in the sector and is well positioned in the market. Promoting diversity and mixed teams are not just spoken about in your organisation. They are reflected by the fact that all employees are encouraged in their development and are supported in doing so. For you personally, this was a stroke of luck - in another environment you would not have dared to lead a team so early and would have preferred to let others take the lead.
Is this or something similar what you imagine for your leadership role?
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