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The C-Suite: 6 Skills To Advance Your Career

By Dennis McCafferty on 2010-07-14


Are you are a C-level executive looking to build a solid executive management team yet having trouble finding employees who have what it takes to advance to the upper reaches of your organization? Or, are you a talented management executive who has delivered proven, measurable results for your organization year after year, yet you still do not have a clear sense of what separates you from the top-level, C-suite executives? In either case, you are hardly alone. Organizations as a whole need to do a much better job of cultivating C-suite candidates from within, according to the upcoming book, "The Unwritten Rules: The 6 Skills You Need to Get Promoted to the Executive Level " by John Beeson (Jossey-Bass, October 2010). Even in companies committed to talent development, guidance to aspiring executives is often vague and contradictory, Beeson contends. Those employees who "get it" when it comes to these unspoken pathways to success are the ones who end up with the most senior-level roles. Beeson lends authority to this subject with an extensive background: Prior to launching his firm, Beeson Consulting Inc., he was a top executive at Harbridge House, Frito-Lay and Hallmark Cards. He is a Wharton graduate, and his articles on talent development have appeared in Harvard Business Review and other top publications. If you are already in the C-suite, Beeson's insights will give you the tools you need to cultivate a culture of advancement for your direct reports. If you are looking to build your own career, his tips will empower you to get to the next level.

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Half of Outside Hires Fail


As much as 50 percent of new hires from outside the organization at mid-level management and above fail within the first two years.

What These Failures Cost Organizations


1. Hard dollars — expense, time spent recruiting from outside the organization.2. Soft dollars — slowing the career growth of upward-aspiring managers within the organization.3. Helping your competitors — Loss of talent to other organizations.

Why Annual Reviews Do Not Help


Organizations often focus on whether the person being reviewed is performing his or her current job well. They lack a concrete blueprint as to how to advance within the company.

Break The Code


Useful, concrete direction from senior execs requires going beyond vague "code phrases."

Lost In Translation


What management says: You need to be a "more impactful team player"What management means: You need to improve your influence and persuasion and develop collaborative problem-solving skills.

Strategic Thinker + High Achiever = Winner


1. Establish a steady set of priorities for your team, instead of dispatching them to chase the "initiative of the day."
2. Anticipate and respond to market trends – before the C-suite spots them – that contribute to measurable success.
3. Get involved in cross-functional projects that integrate you and your abilities within a multi-departmental playing field.

Team Builders Are Top-Exec Material


What stops team development from happening?Managers who cannot detach themselves from the team to allow success to happen.

Micromanagers Don't Make The C-Suite


Senior management will conclude that you will be overwhelmed at higher levels of responsibility.
Stop The Micromanagement Madness
Be clear with your team about objectives big and small. Set hard time tables. Then step away

Break The Micromanagement Cycle


Entrust your high performing team members to carry out oversight roles; resist the temptation to keep all these roles for yourself.

Focus On Priorities


Establish performance metrics that focus on priorities. Acknowledge measured successes and reward the employee behaviors that you have prioritized.

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