{"id":308,"date":"2013-05-19T22:08:52","date_gmt":"2013-05-19T22:08:52","guid":{"rendered":"http:\/\/scqa.hult.edu\/en\/news\/news\/2013\/may\/you-won-now-give-the-others-a-chance-the-sunday-times\/"},"modified":"2019-07-25T10:05:47","modified_gmt":"2019-07-25T10:05:47","slug":"you-won-now-give-the-others-a-chance-the-sunday-times","status":"publish","type":"post","link":"https:\/\/www.hult.edu\/blog\/you-won-now-give-the-others-a-chance-the-sunday-times\/","title":{"rendered":"You won: now give the others a chance [The Sunday Times]"},"content":{"rendered":"

The faster executives climb the corporate ladder, the harder they find it to succeed in the top positions. This is because the attributes that speed their journey up the hierarchy \u2014 being able to win consistently and to look good while doing\u00a0it \u2014 can hold people back\u00a0later, according to Marshall Goldsmith, an executive coach and Hult Business School academic.<\/p>\n

\u201cThe No1 problem of all the successful people I work with is winning too much,\u201d he said. \u201cIf something is important, they want to win. Critical, they want to win. Trivial, they want to win. And not worth it? They want to win anyway. Winners love winning. It\u2019s hard for them not to go through life constantly winning.<\/p>\n

\u201cBut once you become chief executive it\u2019s time to let others win. You don\u2019t have to prove anything \u2014 you\u2019ve won, you\u2019re already the boss. Celebrate others\u2019 success. Let them be the heroes.\u201d<\/p>\n

This sounds straightforward enough but frequently proves to be a difficult transition, said Goldsmith, the author of What Got You Here Won\u2019t Get You There.<\/p>\n

\u201cThe problem is that the more successful we are, the more attached we get to what we have done, because success is followed by positive reinforcement and money and people laughing at our jokes, and by more opportunities to do new things.\u201d The only way of making the most of those opportunities, however, is by letting other things fall by the wayside.<\/p>\n

\u201cYou can\u2019t create new things without getting rid of something. As you go through life, ask yourself what you want to preserve and bring with you to the next job, and what do you need to get rid of.\u201d For example, people who move into a job managing technical experts no longer need to be technical experts themselves, so they can leave that behind and start focusing instead on learning a new set of skills.<\/p>\n

Goldsmith recommended tackling this with a combination of feedback and \u201cfeedforward\u201d. The first step is getting confidential feedback on how you are seen as a leader. \u201cBe grateful for it. Acknowledge to your workers that you appreciate the positives. Then name one of the things \u2014 one thing, not a whole laundry list \u2014 that you did not do well and you want to improve. Then do not ask for more feedback about the past. People do not like to give negative feedback \u2014 they have not found it to be\u00a0a career-enhancing strategy.\u201d<\/p>\n

Instead, ask them to help you with \u201cfeedforward\u201d \u2014 that is, ask for ideas about what you could do to get better at that particular area. \u201cWhatever they say, sit there, shut up, listen and say thank you.\u201d Do not, however, promise to do everything they suggest; leadership is not a popularity contest, said Goldsmith.<\/p>\n

Follow that advice as best you can and, in a couple of months, go back and ask for more advice for the next two months based on how you did in the past two. The whole point is to pay attention to what you can change in the future, not to agonise over what you did in the past.<\/p>\n

Still, it pays to be aware that change is rarely easy, said Goldsmith: it always takes longer than you think, is harder and requires more maintenance than you expect.<\/p>\n

Continue reading the article in full<\/a>. Written by\u00a0Carly Chynoweth for the Sunday Times<\/a>.\u00a0<\/em><\/p>\n

Hult offers a range of highly skills-focused and employability-driven business school programs<\/a> including a range of MBA options and a comprehensive one year Masters in International Business<\/a>. To find out more, take a look at our blog 7 steps on the road to success<\/a>. Download a brochure or get in touch today to find out how Hult can help you to learn about the business world, the future, and yourself.<\/p>\n","protected":false},"excerpt":{"rendered":"

The faster executives climb the corporate ladder, the harder they find it to succeed in the top positions. This is because the attributes that speed their journey up the hierarchy…<\/p>\n","protected":false},"author":4,"featured_media":2115,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[24],"tags":[],"yoast_head":"\nYou won: now give the others a chance [The Sunday Times] | Hult International Business School<\/title>\n<meta name=\"description\" content=\"The faster executives climb the corporate ladder, the harder they find it to succeed in the top positions. 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