Managers who achieve significant professional goals don't often worry about career derailment. But complacency isn't the same as continued success. Many high-performing executives have one or more blind spots that they ignore as long as they meet their business goals. The traps that lead to derailment can usually be found among five leadership competencies: interpersonal relationships, building and leading a team, getting results, adapting to change, and having a broad functional orientation. Managers who rely on any of these skills at the expense of the others or who neglect these skills when promoted from a technical to a managerial role can sidetrack their career. Leadership success--achieving it and continuing it--depends heavily on a manager's developing and using each of these skills.
Craig Chappelow has worked with hundreds of mid-level and senior executives. He managed the introduction of two CCL Internet-based assessment instruments, Benchmarks Online and 360 by Design, and writes the Dividends & Interest column for CCL's bimonthly periodical Leadership in Action. He holds an M.Ed. in higher education administration from the University of Vermont.
Jean Brittain Leslie is manager of instrument development research in the Products group and instructor of CCL's Benchmarks Certification Workshop. She is coauthor of several CCL publications, including A Look at Derailment Today: North America and Europe (1996). She holds an M.A. in sociology from the University of North Carolina at Greensboro.
8 The Good News: Success Happens Too
8 Interpersonal Skills
13 Team Leadership
17 Getting Results
22 Adaptability and Change
27 Success Strategy Checklist
28 Suggested Readings
29 Key Point Summary