Career Leadership Span of Control 
N2Growth Blog
MARCH 26, 2012
If you’re in a position of leadership and don’t feel you have any blind spots, you’re either very naïve or very arrogant. I’ve never understood leaders who make heavy investments in personal and professional development early in their careers, who then go on to make only minimal investments in learning once they have reached the C-suite.
N2Growth Blog
OCTOBER 1, 2012
How are your leadership skills? There’s no shortage of independent empirical data generated over the years supporting the fact most people tend to overrate their leadership ability. I’ve always said leaders need to get over themselves and get on to the practice of leadership. Likely not as good as you think.
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Lead Change Blog
AUGUST 15, 2019
According to a study by Leadership IQ , 46% of newly hired employees will fail within 18 months, while only 19% will achieve unequivocal success. While you would have gotten the job for your leadership skills or your functional expertise, that by itself is not enough to help you succeed in your new role. So you accepted the challenge.
Skip Prichard
JULY 19, 2021
Whether you are new to studying leadership or have practiced and studied it for many years, I am sure you will benefit and enjoy the leadership lessons today’s post provides. One of your first leadership lessons is “A subordinate’s trust in their leader is the most important factor in the success of any organization.”
Harvard Business Review
JANUARY 10, 2018
We often equate developing a leadership voice with finding ways to appear more confident. But rather than living with imposter’s syndrome , or feeling exhausted by wearing your game face all day, you can build a truer confidence by more intentionally focusing on cultivating many different parts of your leadership voice each day.
Harvard Business Review
AUGUST 19, 2013
During his entire career, he worked in his father''s span of control, reporting directly to his dad within six years of joining the business. Each of these career steps led to more and more responsibility befitting a rising—not a failing—executive. I don''t have the skills to be an executive.
Harvard Business Review
DECEMBER 14, 2012
Traditionally, being powerful within an organization has been a function of three aspects of bossness: (a) your title and rank within the hierarchy, (b) your span of control, or how many people you direct, and (c) your budget and/or profit and loss responsibilities. Isn't power about being the boss?
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