Is it just ok to do your job, and that is it, eventually you will be recognized as a leader and be promoted?
False. You must be recognized.
But isnt just tooting your horn, or just like being a black bird (a crow, always announcing its name?)
According to research by the Corporate Leadership Council, performance was found to be more of a “gatekeeper” to being even considered for promotion to the next level. That is, 90% of “high potentials” were strong performers. So, yes, being great at whatever you are doing matters. If you’re a poor or average performer in your current role, you’ll never be considered for higher-level responsibilities. While we all like to think of ourselves of being a top performer, the reality is, most of us are not. So step one, especially early in a career, is to establish a consistent track record of strong performance.
However, only 29% of high performers have what it takes to succeed at the next level. Other factors come into play when it comes to predicting success at the next level, including aspiration (willingness to take on new, higher-level responsibilities), engagement (your commitment and willingness to go the extra mile), and ability (a combination of innate characteristics and learned skills).
The good news is, many of the abilities that organizations look at to evaluate leadership potential can be learned. According to Development Dimensions International, employees that demonstrate the following abilities have a strong chance at being successful in a senior leadership role:
- Propensity to lead. They step up to leadership opportunities.
- They bring out the best in others.
- Authenticity. They have integrity, admit mistakes, and don’t let their egos get in their way.
- Receptivity to feedback. They seek out and welcome feedback.
- Learning agility.
- Adaptability. Adaptability reflects a person’s skill at juggling competing demands and adjusting to new situations and people. A key here is maintaining an unswerving, “can do” attitude in the face of change.
- Navigates ambiguity. This trait enables people to simplify complex issues and make decisions without having all the facts.
- Conceptual thinking. Like great chess players and baseball managers, the best leaders always have the big picture in mind. Their ability to think two, three, or more moves ahead is what separates them from competitors.
- Cultural fit.
- Passion for results.
Then, identify one or two things you need to get better at and create a development plan to address those areas. I’d recommend sharing it with your boss, for a number of reasons. First of all, to get feedback, and secondly, to get additional ideas and support. Finally, going back to the “aspiration” component of potential, to show that you’re interested in leadership development and willing to do what it takes to learn and grow.
Just one more thing when it comes to “tooting your own horn.” That’s something many of us are not comfortable with, and no one wants to be seen as a self-promoting blowhard. It’s always better when other people toot your horn for you. That is, your boss and decision makers are hearing good things about you behind your back, from your peers and others.
Given that, managers, as much as they should, are not always aware of every one of their employee’s accomplishments. It’s up to you to humbly let them know on a regular basis during your regular meetings, and especially during your annual performance review. A lot of managers will ask for performance review “input” — this is the one time per year that you are allowed to loudly toot that horn.
It’s the lucky few that can just consistently shine and get picked for one plum role after another. The rest of have to work hard at it, do a little self-promotion, and have the confidence to ask for it when the opportunity presents itself.
