If you combine secondary without limiting your ambitions at all. You will certainly enjoy exercising and developing your expertise and knowledge. Your status and earnings can increase in a variety of ways:with being primarily , you can settle effectively and comfortably in this
Your intrinsic management ability will affect how high in the hierarchy you rise. The first step is usually to become chief of a function or specialized department within which you have worked.
As your management capabilitySee TOP Studio: Frameworks Room. Work & Its Organization > The Essence of Work > Work, Capability & Role. matures, you can control ever larger budgets, take on ever larger projects and run ever larger departments in ever larger firms. See more on capability in
Your approach for achieving will tend to be value-driven: i.e. it will emphasize principles, keep abreast of established knowledge and proclaim the need for innovation.
As CEO, your management approach should become increasingly. You have to deal with the facts—with indicators of company operations and staff performance. Good financial information, market intelligence, and activity data are vital because they are your way of cutting through elaborate arguments and prognostications of your senior .
If you are strongly systematic or a systemicist decision-maker, you will prefer well-structured project management methods.
The triple combination of principles: hard work and good deals (power-centred) and specialist expertise ( ) is hard to beat. Any of the options identified above would probably serve you well.), strength and self-control (
However, if you discover that you are primarily power-centred as a secondary . This combination is common amongst professionals.and only by necessity, then be aware that you may be
More seriously, perhaps you are primarily power-centred and secondarily . (It would be best to review and make your own judgement about this now.) In any case, combining power- and mentalities in an organization, can lead to difficulties.
A: Pushing the limits of power to pursue organizational goals is acceptable. However, similar behaviour to pursue sectional goals or professional ideals may harm the organization overall, and often irritates superiors.
Focus now on the discontinuous transition from Stage-3, so you can
Originally posted: July 2009