Ambition is Great, But it’s Very Different from Potential and Talent
October 19, 2016
By Brian Maynor
For most people, the first job you’re hired for is not your ideal job.
New hires are often eager and ambitious to advance, viewing their first job as the start of their upward climb, but demonstrating ambition alone is not going to provide the desired momentum. Instead the focus should be on the skills and talents necessary to be a manager, from day one.
The tricky part of this is figuring out how to do it since the skills necessary to succeed at your job may be very different from those of a manager. Fortunately skills can be developed, so the real assessment is on the potential and talent to be a leader.
Here are some of the best indicators of potential and talent according to author and Harvard Business School professor Linda Hill:
1. Interest. Having and displaying an interest in becoming a manager should always be the starting point. While the best way to assess an interest is to ask, it is important to look beyond what is said to the bigger picture for an answer. For example, some candidates may say all the right things but lack the behavior to back it up while others may verbally dismiss an interest in management though demonstrate exceptional leadership behavior.
2. Experience. With new or young professionals work experience maybe limited, but that is very different from experience. Looking outside the job and even into the past can provide insight to someone’s potential. Involvement in team sports or groups and the roles assumed have a direct correlation to how someone will integrate and potentially lead groups at the office.
3. Observation. Another crucial component of the evaluation process is behavior. Performance in specific leadership roles aside, showing curiosity about the company as a whole, demonstrating a desire to learn, and having a vision larger than the current position are all behaviors of a leader. Leadership potential doesn’t just mean assuming a standout role. It means assuming ownership, inspiring others and motivating them to achieve a goal.
4. Faith. No one is perfect, and when dealing with potential you always have to deal with mistakes. They should not be viewed as a deterrent or automatic red flag. Thankfully current managers have the responsibility and duty to help cultivate future leaders and be the safety net to catch them when needed.
Leadership is a skill that can be developed over time, but potential and talent are inherent and often require taking a chance. While potential is never a guarantee of success it won’t happen without taking a leap of faith, however rest assured it doesn’t have to be a blind one.
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I am always curious to hear from you and what you see in the workplace. Send your questions, comments and pet peeves to [email protected]. Also find each of these storyboards at http://brianmaynor.polyvore.com with links to purchase each item.
About Brian Maynor
Brian Maynor has built a reputation as one of the leading style coaches in the Southeast and is quickly expanding his eponymous company, BRIAN MAYNOR and his FIND, FLATTER & FLAUNT line of image consulting services. A professional with a fresh, upbeat and down-to-earth personality and boundless creative energy, he works frequently with with local celebrities; Fortune 500 companies and nonprofit organizations; modeling agencies; fashion designers; production companies; record labels; media and individuals. A regular contributor to various fashion blogs and online communities, Brian Maynor is one of the most trusted and recognized style experts in the region, utilizing his education and training as a broadcast journalist to serve as a style lecturer, emcee, and commentator for over a decade. He has appeared at fashion shows, expos, and charity fundraisers, as well as events with big brands like Banana Republic, Ann Taylor, Chico’s and Macy’s. His approach is innovative, creative and fashion-forward, balancing fresh, modern styles with classic pieces to keep one’s look grounded. To learn more, visit http://www.brianmaynor.com.
