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Recent surveys have shown that employees can be grouped in two main categories, according to their perception of a new leader:
When taking over a management position, planning your transition as well as paying attention to the way you behave with the others are aspects that need to be taken into account.
Introducing yourself as the new leader of a team can be pretty challenging, as people will want to know more about yourself as well as about your plans in regards to the future of the company.
Explain patiently why you chose this path and how you plan on improving the chosen department. Employees also appreciate it when you explain why your new position is integral to your story and, most important, how your direct reports play a critical role in that story.
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Get familiar with industry-specific knowledge, upcoming trends and information, while trying to attain mastery in an area you think you have an edge on.
There are plenty of resources available digitally for a thorough research.
Working on projects as an intern or an unpaid volunteer provides us with the hands-on knowledge we need to jumpstart our careers.
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...by attaching emotions to things that happen. That means those who can create and share good stories have a powerful advantage over others.
Facts and figures and all the rational thi...
Every storytelling exercise should begin by asking: Who is my audience and what is the message I want to share with them?
Each decision about your story should flow from those questions.
Think of a moment in which your own failures led to success in your career or a lesson that a parent or mentor imparted.
There may be a tendency not to want to share personal details at work, but anecdotes that illustrate struggle, failure, and barriers overcome are what make leaders appear authentic and accessible.
Stories of origin come in many forms - how we became part of an organization, or how we emerged as a new person after a crisis.
However, we seldom examine what we include a...
Research found four dominant themes of origin stories among leaders: being, engaging, performing, and accepting.
These themes act as lenses, contributing to how leaders see themselves.
Leaders who use this lens always thought of themselves as leaders. They admit to having a natural call to leadership that started in childhood.
In current leadership, people who use this lens often note personal qualities such as confidence, optimism, and natural leadership styles.