Is it possible for you to be a good boss and, at the same time, underperform as a leader in your organization? That was the dilemma facing Peter,* a coaching client who served as a manager in the financial services industry. Peter had the respect of his functional team, which was known for reliable, consistent performance.
McKinsey & Company’s research suggests that 70 percent of change efforts fall short of their objectives or fail altogether. That creates a challenge for you as a leader to obtain approval for change initiatives when you are not the ultimate decision-maker. Increase the likelihood of getting approval from your superiors by making a strong business case
“Seriously, I need to lead my boss?” It wasn’t the first time a client asked that question. Although most leadership advice focuses on leading downstream, most leaders lead from somewhere in the middle. Few people get to be at the top of their organization. Even then, most CEOs report to a board of directors or ownership