During my days at LG Electronics, January was the month of promotions. The office filled with whispers of who would be next to advance. We all had our theories. We were also almost always wrong.
“Arun is an excellent engineer, no doubt,” Mr. Kim said. “But he isn’t ready to be a manager yet.” Seeing my surprised expression, he added, “Arun needs to develop stronger relationships with people across the organization. That kind of collaboration is key for the manager role.”After three and a half years at LG, I moved on to HSBC as a project manager.
The tipping point comes after you’ve gained some experience as a people manager and are well-rounded in your subject matter or field. At this point, you may feel that you’re ready to lead a larger team or take on a senior-level role. This is whereBut you cannot begin finding your champions — influential people who will rally for you and put their trust in you — when you need them. Your champions are either the decision-makers themselves or powerful people who the decision-makers will listen to.
For example, let’s take a closer look at the case of Arun, my colleague at LG Electronics. Our manager, Mr. Kim, didn’t perceive him as a leader. He was unsure whether Arun had the collaboration skills required to be a great people manager. Why? Because Mr. Kim couldn’t predict how Arun would respond to challenging situations, teach his direct reports new skills, or work with colleagues across departments to accomplish goals.
To start, do a self-audit. Ask yourself: “Am I voicing my views aloud and enough? Do I speak up when it matters? What can I create to make myself and my presence known?”
Yes obviously. Years of practice think that the last 2 ahd a half years of work proves me extremely resilient and 100% trustworthy.
Politics usually wins out with bosses
That's incorrect. It goes like, 'higher we climb, we screw people who back us'.
Goes for politics too 😎