Leaders need to think and act beyond symbols of power and chalk out a strategy for their personal impact.
Stephen walked through the turnstiles for the first time since being appointed the new Chief Operating Officer.
He was filled with energy and pride, having finally secured the senior position he had so coveted. This had been a long process, as all senior appointments are. He had waited for this day for six months. He had no history in the organisation and had been given a blank canvas for his role.
Sophia met him and showed him to his desk. Desk?! Stephen swivelled around, eyes darting to try to locate his office. There wasn’t one, he realised. Before he could say anything, he was quickly whisked off to a meeting with the rest of the executive team, in an opaque glass-fronted conference room. His new career chapter started and before he knew it, it was time for lunch and his first moment to reflect on his new reality.
Why don’t I have an office? How will this work? How will people know I’m senior? I need to show my authority and get myself an office!
Stephen didn’t get an office. The CEO had a firm policy that none of the executives would have an office, as Stephen realised when talking to a few of his peers. Stephen was surprised and initially perplexed, and ultimately it forced him to think differently about his impact as COO. His impact would depend on his executive presence rather than the visual statement of power that comes with an office.
In this example, we can observe that the impact you have as leaders is not through position alone but even more about how you behave. You do not have to have an office to have an impact.
Esta historia es de la edición June 2019 de Indian Management.
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Esta historia es de la edición June 2019 de Indian Management.
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