Scott Eblin, author of, The Next Level: What Insiders Know About Executive Success,
wrote in a recent blog article "If you’re a high potential leader, there’s about a 98% chance that you’re thought of or view yourself as a “go-to person.” I know that number ‘s in the ballpark because I regularly ask audiences of high potential leaders, “How many of you have been referred to or think of yourself as a ‘go-to person?’” Usually, just about every hand in the room goes up. For example, in a webinar I conducted for Government Executive magazine, 98% of the 400 plus senior managers online answered yes to the “go-to” question in a flash poll.
And what do I mean by “go-to person”? As one leader explained it to me, “I’m the closer.” You either know the type or you are the type. Go to people are the ones who make sure the job gets done. If that means taking over, so be it. If that means staying up into the wee hours, so be it. Organizations reward go-to people because they can rely on them. They’re the kinds of folks who are designated as high potentials and are promoted into bigger and bigger jobs. Great stuff, right? Well, it is until it isn’t... "
he goes on to say "There are sets of behaviors that executives need to pick up and let go of when they take on bigger jobs and the new expectations that go with them. Over the years, I’ve developed and tested a model of leadership that breaks these pick up and let go behaviors into three types of leadership presence – personal, team and organizational. The model looks like this:"
So do you have more issues with "Picking Up, or Letting Go"?