N2Growth Blog

MARCH 26, 2012

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. Control is about power – not leadership. Forget span of control and think span of influence.

Self-aware 419

Self-aware Leadership Span of Control Emotional Intelligence 419

N2Growth Blog

OCTOBER 1, 2012

Following are 8 things I suggest you reflect upon should you desire to continue to develop as a leader: Never Stop Learning : 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.

Leadership 410

Leadership Self-aware Span of Control Learning-by-Doing 410

Lead Change Blog

AUGUST 15, 2019

In the earlier organization, one would have been one of the best performers; but in the new culture and with an increased span of control, the same person may find it difficult to perform at similar levels as before at least in the beginning. Your performance may dip during the transition to the new organization.

Tips 192

Tips Span of Control Learning-by-Doing Uncertainty 192

Skip Prichard

JULY 19, 2021

Captain Mark Brouker, retired US Navy , is a wealth of practical leadership wisdom gained from his military career as well as his experience as a professor, executive coach, and speaker. He was responsible for ten hospitals spanning the West Coast to the Indian Ocean and health care for eight hundred thousand patients.

Leadership 137

Leadership Crisis Learning-by-Doing Team 137

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.

Span of Control 10

Span of Control Long-term Short-term Career 10

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?

Power 15

Power Span of Control Senge Media 15

Harvard Business Review

JANUARY 10, 2018

when you’re coaching a direct report, asking good questions to help them grow in new ways, explore issues they’re facing, or support their career development. Your voice of connection.

Leadership 15

Leadership Span of Control Storytelling Report 15