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Are you really
promotion material?

Fill in this short survey to find out:

  • 1. Have you requested a promotion in the last year?
  • 2. Have you ever been rejected for a promotion?
  • 3. Have you ever been offered a promotion?
  • 4. Has a co-worker at the same level ever been promoted instead of you?
  • 5. Has there ever been a position you applied for and didn’t get?
  • 6. Are you hesitant about asking for a promotion for fear of your boss’s response?
  • 7. Have you ever left an organization because you were passed up for promotion there?
  • 8. Do you know if your work environment values you and your work?
  • 9. Do you think that you deserve a promotion?
  • 10. Do you promote your work and yourself at work?
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** Please answer all questions **

Handling crisis productively

Surf any media channel today and one word is surely to appear: “crisis”. Most people around the world agree we’re in the midst of a crisis. So we’re all good at using the word “crisis,” but have we ever really considered what a crisis is? Is it something that has suddenly been thrust upon us? Or is it fear of what might follow?


With over 35 years of experience working with leaders, I’ve had the opportunity to formulate my own interpretation of “crisis.” As opposed to what most people think, I see crisis as a fear of outcomes. If you take anything called a “crisis”, you’ll see that what’s keeping it alive and well is fear of the outcomes.


With this take on “crisis,” I release myself from the shackles of passively “waiting it out”. Instead, I act on how I can already begin dealing with the outcomes.   


The managers I’ve helped over the years have been dealt big blows: denied promotions, costly failures, sudden dismissals...and the list goes on. 


In most cases, when I begin my work with these leaders, most take on a passive stance: “I did everything right, and yet this has happened. I don’t know how to deal with it.” 


This kind of reaction is unhelpful and will fuel the fires of crisis. Yes, leaders generally don’t bring upon unfortunate events. This is out of their control. But taking on a fatalistic mindset that nothing can be done will never help. 


So at this point, I generally tell leaders that they have a choice. They can prolong the “crisis” by continuing to entertain feelings of anger, disappointment, fear, frustration, and anxiety. Or they can put the crisis aside (it’s not in their control anyway) and decide how to handle the outcomes.


While it’s hard to move past the mental hurdle of “crisis mode,” dealing with a crisis by actively addressing its outcomes will bring leaders out of crisis and back on their paths towards success.



And always remember: 

Great managers are made. Not born.

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