Apparently I am not a leader. Why?

Dear Aunty B,

I started at my company 10 years ago and moved from PA to HR to sales. In that job I delivered new revenue streams and achieved budgets.

I have just found out that I have been rejected for the top job, after being told I had it in the bag. The guy that got it is a total “schmoozer” who spent weeks lobbying everyone while I just got on with my job.

When I asked for feedback on why I missed out on the promotion, they told me that I was a top performer and a “contender” next time but that I just needed a bit more leadership experience. But Schmoozer has no more leadership experience than I.

I now have two problems. I am so angry I missed the job I am finding it hard to focus. Secondly, I actually don’t know what I should be doing to get the job, as they won’t tell me.

My question is: what more do I do? I get great performance reviews, work harder, proven results, etc and I’m even more popular than Schmoozer. Yet the countless hours seem to count for nothing.

Really, really annoyed,
Vic

Dear really, really annoyed,

Really! You are a dill. You have been given plenty of clues. You are just choosing not to see them.

First. They love you. You are the ideal employee. Devoted, hard working, gets on with everyone, doesn’t play the politics… they want to keep you at all costs.

There are several reasons for not spelling out your weaknesses. One, you might leave! Two, it might demoralise you and prevent you from performing.

Second, your expectations about how bosses behave has come from some sort of unrealistic Fairfax business magazine. Bosses are human. They often don’t do the management stuff properly.

Here is a list from a recent Harvard Business Review story that nicely sets out the capabilities you need to make others confident that you can succeed at the top.

1. You must be able to think strategically. You say you have delivered new revenue streams. But have you helped develop a winning strategy that differentiates the company in the marketplace? Can you articulate and execute such a strategy? Has Schmoozer been able to do that? Could Schmoozer in fact be articulating his vision to key stake holders??

2. Can you build and develop a strong executive team? Can you sniff out talent and then build a cohesive team that gets results?

3. Can you manage execution and implementation without getting bogged down into micro detail? But then can you also set up processes and measures to ensure that things are done reliably?

4. Are you good at getting things done across internal boundaries? Can you influence and persuade colleagues and do you deal well with conflict?

5. Is your development as a leader obvious to all? Are you good at getting feedback (obviously not) and can you adjust your leadership style to your experience and the environment?

If you can tick all those boxes, then I would up and get out of there.

But I suspect that unless you develop further you will remain stuck where you are. So do a bit more schmoozing. Get a mentor. Ask specific questions. Seek more responsibility. Put your head above the horizon and sniff the new breeze! See the challenge ahead and not the disappointment behind. You have a lot of learning to do.

Good luck!
Your Aunty B

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