NonsenseAtWork

This is Part 3 of 3 of "Step Up To Climb Every Ladder: forgiveness and blame awaits on every rung"

The problem with ambition at work is that there are always shoes on the rung above the one you are balancing on. Well, maybe not always. Take my first corporate ladder as an example.

My first formal job after my first formal degree came with a formal title and a formal office. But on my first formal day, my first formal boss resigned. The man who picked me as being worthy, who promised me riches in exchange for my productive loyalty, walked out the day I walked in.

Unlike most corporate ladders, the one I stood on had only two rungs. And the rung above me was suddenly empty.

That rung was the next one up, yes, but in terms of context and experience, it was a rung too far on a ladder too short. At least for me.

This is Part 2 of 3 of "Step Up To Climb Every Ladder: forgiveness and blame awaits on every rung"

The problem with ambition at work is that there are always shoes on the rung above the one you are balancing on. Well, maybe not always. Take my first corporate ladder as an example.

My first formal job after my first formal degree came with a formal title and a formal office. But on my first formal day, my first formal boss resigned. The man who picked me as being worthy, who promised me riches in exchange for my productive loyalty, walked out the day I walked in.

Unlike most corporate ladders, the one I stood on had only two rungs. And the rung above me was suddenly empty.

That rung was the next one up, yes, but in terms of context and experience, it was a rung too far on a ladder too short. At least for me.

The problem with ambition at work is that there are always shoes on the rung above the one you are balancing on.

This is Part 3 of 3 of "Why Fear Is Not a Leadership Game: The missing link in leadership"

Have you heard the one about me being charged by a lioness? Of course you have! I keep telling it. Because she changed me. She taught me something about fear (obviously). And she gave me an insight into leadership (not so obvious). I got away from her because here I am telling you about it (really, really obvious). So what saved me?

This is Part 2 of 3 of "Why Fear Is Not a Leadership Game: The missing link in leadership"

Have you heard the one about me being charged by a lioness? Of course you have! I keep telling it. Because she changed me. She taught me something about fear (obviously). And she gave me an insight into leadership (not so obvious). I got away from her because here I am telling you about it (really, really obvious). So what saved me?

Have you heard the one about me being charged by a lioness? Of course you have! I keep telling it. Because she changed me.

This is Part 2 (of 3) of "Ship your pessimism as you don a cloak of multi-optimism"

Once upon a time committed shareholders went to the harbor to see their ship sail. And then, much, much later, they went to the harbor to see if it had come in. In between sailing and berthing, they lived patiently with the risk they had taken. They had no option.

Today, many of us live with risk all around us. But no longer patiently. That ship has sailed. Soon we will reach the stage when we will no longer recognize our ship when it comes in.

Thank goodness there are still leaders who wear cloaks of positivity as they optimistically scan the horizon. Welcome to the harbor.

This is Part 2 (of 3) of "Ship your pessimism as you don a cloak of multi-optimism"

Once upon a time committed shareholders went to the harbor to see their ship sail. And then, much, much later, they went to the harbor to see if it had come in. In between sailing and berthing, they lived patiently with the risk they had taken. They had no option.

Today, many of us live with risk all around us. But no longer patiently. That ship has sailed. Soon we will reach the stage when we will no longer recognize our ship when it comes in.

Thank goodness there are still leaders who wear cloaks of positivity as they optimistically scan the horizon. Welcome to the harbor.

Once upon a time committed shareholders went to the harbor to see their ship sail. And then, much, much later, they went to the harbor to see if it had come in. In between sailing and berthing, they lived patiently with the risk they had taken. They had no option.

This is Part 3 (of 3) of "Put a Stop at the Top of the Pyramid"

Looking up (at leaders) is a downer. It need not be.

We physically look up to our leaders because their box is drawn   higher on the chart and because they sit in a higher office (in both   meanings of the word office). We morally look up to our leaders  because…  Well, maybe once upon a time we did. The buck never seems to  stop  anymore.

Here’s how to change it. At least at work, if not in the office (the other meaning of the word).