05/04/2016
The WOTN Top 3 Weekly DYK? (Did You Know) Mentoring
10 Ways We Limit Our Success (& how to overcome those artificial barriers): By Jill Geisler • February 14, 2013
1. Fear of overstepping our boundaries. We persuade ourselves that the response to our initiatives or outreach will be, "Mind your own business." So, we don't extend ourselves beyond our assigned roles or responsibilities.
2. Uncertainty as to how we're evaluated by others. We're not sure if colleagues and bosses see us as high performers or innovators or influential individuals -- because we haven't been told so directly
or recently. Lacking good feedback, we wait to be anointed or invited before deciding to lead.
3. Memories of past missteps. If we've stepped on someone's toes in the past, even inadvertently, or if we've been chastised by bosses or co-workers for an idea that flopped, we may feel those bruises long after they've healed and are ancient history. We become risk-averse.
4. Presumption of unimportance. Humility is a wonderful thing -- but too much can shut down self-confidence. We can too easily presume that if we lack a title or an endorsement by powerful
people, then what we have to offer mustn't be all that valuable. We've yet to learn that informal influence can have as much impact as a formal, powerful title.
5. Bad advice and overdependence on the rumor mill. When we're thinking of volunteering an idea, challenging the status quo or seeking more responsibility -- to whom do we go for counsel?
Are we reaching out to people who coach us toward success or who talk us out of trying? Do we give too much credence to malcontents and gossips in our midst, skewing our perspective about the organization and our chances for success?
6. Lack of connection to our bosses. We can hold ourselves back by ignoring the importance of "managing up" -- learning about our organization's strategic goals and our manager's priorities, how
our bosses want to hear about new ideas or solutions, and how to align our dreams with their realities.
7. Misplaced focus on tenure versus talent. We might think that we don't have enough experience or haven't spent enough time on the team -- and therefore our ideas won't get traction. We make the mistake of thinking that "new" is defined solely in our workplace as "green" or "unproven" rather than "fresh" and "innovative."
8. Immersion in our current work. This can be the downside to a great work ethic; our organization keeps assigning more of what we're currently doing well to our workload. Our sense of duty and our overly-full plates keep us from looking at what else might be out there on the buffet of opportunities. While we're doing what's asked of us -- and then some -- we neglect to advocate for
ourselves.
9. Waiting for formal training. When a new role involves additional knowledge or skill, we may presume we're not qualified. I can't tell you how many aspiring managers I've had to disabuse of the notion that if they haven't been trained in budgeting, they're unlikely candidates for promotion. (I tell them it's among the easiest management skills to learn as you lead.) Or how many people I've encouraged to plunge ahead and learn the skills they covet, whether or not their organization offers formal training. (It's the reason I framed my own book on management, "Work Happy: What Great Bosses Know," as a workshop, so people could train themselves, if need be.)
10. Fear of appearing ambitious. Finally, some of us just have a hard time saying, "Put me in, coach!" -- for fear of appearing to lust for success at the expense of others. We don't realize that one
can be a first-class team player and at the same time, a terrific team leader.
• Become better reporters about the realities of their organizations (strategy, systems, culture)
• Build better relationships with their managers
• Get clarity about their current roles and responsibilities and future opportunities
• Find coaches and mentors who support and challenge them
• Grab every opportunity for learning and development, formal or informal
• Believe in themselves
