Planning your move into management

Many expect to read short cuts when they search for tips on how to move up the corporate ladder. The fact is clear, there are no short cuts no matter how much one wants to believe in it. It is all too easy to think that the way up the corporate ladder is through connections and networking.

You landed that first job and you have been at it for about a year or two. And you're looking for career promotion advice to move up the ladder, successfully. Obviously, there are no hard and fast rules to this. However, there are guidelines that can help increase your chances of promotion.

It would be safe to say that you would have probably entertained the question of how to get promoted even before you graduated or left school. This getting promoted article isn"t going to teach you any short cuts to getting that promotion. Neither is it going to give you any tips or tricks to win brownie points from your bosses and superiors. The advice you will get here are my real strategies for advancing career and getting the promotion you want. This is the long way, and the hard way, if you will.

In my years at work, I have had the opportunity to practice some of these advice and observed some of it being practiced too. I have also had the opportunity to give this career promotion advice to my staff. Many have gone on to greener pastures and they have told me these are some of the career promotion advice that works for them even now.

But what do you have to do to shine to gain promotion? Here are some guidelines you can follow:

1. SeriousBe serious at work and be serious with your work. What does this mean? Being serious with your work does not mean that you cannot have fun at work. Neither does it mean you cannot enjoy your work. It just means that you need to focus on your work.

Be focused and never let anything detract you from what needs to be done on time with speed and consistency. No bosses like people who are not mindful of their job. When you are serious at work you minimize silly mistakes. Bosses and colleagues can feel your commitment. This career promotion advice does not stop you from having fun at work. Being serious at work means being focused and yet still be able to enjoy your work.

2. HardworkingThis is one career promotion advice that many career newbies find difficult to take. After all, they feel shouldn"t there be some form of short cuts? Being hardworking probably sounds laborious to many. And many would expect that a career promotion advice would talk more about working smart than working hard. Well, not this career promotion advice.

You see, no matter how much you work smart and no matter how many "tricks" you know to work smart, you still need to work. You still need to be hardworking in order for the results to show. Any short cut that does not require being hardworking will not bear fruits!

3. IndispensableIsn"t it true that no one is indispensable in this world? Well, it is true. But you should strive to make yourself indispensable in the unit you work in. To gain promotion and to shine at work, make "being indispensable" part of your career goals.

Strive to be a key competitive advantage to your bosses and your unit. When you do that you are making yourself indispensable. Being indispensable means taking initiatives, do what needs to be done on time. And take the initiative to do what is beyond the call of duty. When you take this career promotion advice to heart you increase your chances to gain promotion.

4. NiceThe advice of being hardworking in order to shine to gain that promotion is toughest to swallow for some. This career promotion advice then should be the easiest to accept – being nice at work. Being nice at work is to be a delight and pleasing to work with. It means to be polite and being able to handle your frustration and anger. It also means being able to lower your stress levels.

You would probably ask, why would being nice increase your chances to gain promotion? The answer is simple, when you are nice – polite, pleasing and able handle your emotions well; you demonstrate professional decorum. One who does that is more professional and shines at work more than one who does not.

5. EnthusiasmIf you want to gain promotion be enthusiastic at work. Put passion behind every task that is given to you to complete. Let that enthusiasm rub off on your colleagues. This career promotion advice works because when you put enthusiasm into every task, work becomes easier and lighter. You complete it with more accuracy and speed.

Enthusiasm doesn"t just fuel you alone. That feeling of passion is also easily transferred to fellow teammates. It then fuels them to work harder for that common goal. When you work that way you naturally shine at work.

To become a leader

A recent woman law school graduate might be surprised to find so few women among the leaders of the firm she just joined. After all, half of her law school classmates were women. And although this law school statistic is often reported as if it represents some dramatic change, the fact is that roughly 40% of law school students have been women since the mid 1980s.

Although there have been small positive changes, for the most part, legal workplaces continue to be sadly lacking in women leadership.

There are several reasons for this, perhaps chief among them, the fact that a "committed lawyer" is defined so that it excludes the majority of women lawyers. If "commitment" is mutually exclusive with pregnancy and motherhood, then the odds of a woman lawyer advancing to a leadership position are slim.

This definition also excludes male lawyers who want to be more than just financial providers for their families. In fact, any lawyer seriously wanting "a life" is at risk of being deleted from the potential- leaders list.

The best chance of changing this systemic obstacle is to tip the gender scales in leadership balance. As more women become leaders in legal organizations, organizational values and definitions are likely to change. The concept of the "ideal lawyer" [1] will broaden to become equally inclusive of women as well as men whose wives handle family matters. The inclusion of men and woman who understand that work and life are not a zero sum game would benefit the profession as well as the individuals practicing it.

As organizations move from mono-cultural clubs to diversity-welcoming institutions, one might expect that the "ideal lawyer" image would also evolve into one that equally includes lawyers of color and those of non-majority sexual orientation.

There is another reason to expect that fostering leadership ability among women lawyers will benefit the careers of these and future women attorneys, as well as the organizations in which they work:

Research on leadership indicates that 50-75% of organizations are currently managed by people sorely lacking in leadership competence [2]. They are hired or promoted based on technical competence, business knowledge and politics – not on leadership skill. Such managers often manage by crisis, are poor communicators, are insensitive to moral issues, are mistrustful, over-controlling and micro-managing, fail to follow through on commitments they've made and are easily excitable and explosive. The result is low morale, alienated employees, and costly attrition. Since the best business outcomes are achieved by satisfied employees, the legal profession can only gain by an increasing focus on the development of attorneys' leadership competencies.

Women lawyers can take the lead in this endeavor. Here are 20 ways to become a leader:

1. TAKE CHARGE

Become the sculptor of your own career and life – not the sculpture. Leaders are authentic – the authors of their own lives. Take responsibility for your professional development. No one has a greater investment in your success and satisfaction than you. Especially as a woman, you cannot depend upon the traditional management structure of your organization to put you on the path to achievement. It's up to you to direct and protect your career and to develop your own potential. You cannot afford to be passive or to accept roles assigned to you. Know what you want and why and be prepared to take action to make it happen.

2. KNOW YOUR STRENGTHS

Work is most meaningful and satisfying when it gives us an opportunity to use our strengths. Leadership is fundamentally about character. Knowing your character strengths enables you to find ways to select work environments and work assignments that allow you to express and develop them. For example, if one of your greatest strengths is loyalty and teamwork, you'll be most effective and satisfied working as a member of a team. If fairness is among your greatest strengths, you'll be frustrated and dissatisfied without an opportunity to work on issues of justice. If you're someone who loves to learn, you'll feel bored and frustrated unless you find ways to master new skills and bodies of knowledge.

It's also important to keep track of your own accomplishments. Unfortunately, legal workplaces are notorious for focusing on mistakes and defeats rather than what people have done well. However, good leaders develop talent by matching peoples' strengths with work tasks. They recognize contributions and celebrate accomplishments.

Start practicing good leadership by keeping a log of your successes. Record even small wins – this is essential for building your own confidence as well as developing a crucial leadership competence.

You can assess your strengths by taking the VIA Strengths Survey athttp://www.authentichappiness.org. Dr. Martin Seligman, a psychologist known for his research in the areas of helplessness, depression, optimism and positive psychology has developed this website. Since he continues to do research on the instruments on his website, you can take them for free.

The Gallup StrengthsFinder is another way to assess your strengths. You can learn about it athttp://www.gallup.com.

3. CREATE YOUR VISION

Leaders are vision directed. A leader creates a compelling vision, is committed to this vision, and inspires others to action by aligning their goals with this vision.

Start developing this leadership competence by creating your own personal vision. Your vision statement is a picture of the future to which you can commit. It expresses your values, the contribution you want to make, and the way you want to live your life.

Without a clear vision, it's easy to be led by the expectations of others. As a professional coach, I can attest to the unhappiness of lawyers who've allowed the demands and approval of others to become their compass. It is heartbreaking to look back on your life with regret.

Your vision statement is your own personal "why." Knowing what you're working toward allows you to plan your professional development as well as to be resilient in the face of obstacles.

If you'd like a format for a personal vision statement, you can email me at [email protected] with "Vision Statement" in the subject line.

4. CHOOSE A WORKPLACE WITH COMPATIBLE VALUES

One of the biggest mistakes many attorneys make is to accept a position in an organization with values contrary to their own. This situation leads to misery at worst, and job change at best.

Furthermore, you are much less likely to achieve a position of leadership in an organization with values at odds with your own ethics than you would in an environment that echoed your principles.

5. ESTABLISH YOUR OWN PERSONAL ADVISORY BOARD

Although the legal profession puts a premium on self-reliance, everyone needs guidance, role models and support. Old-style mentoring rarely exists in the 21st century legal workplace. Even if you have an assigned mentor, such "arranged marriages" rarely meet your most important professional development needs. It's especially difficult for women and attorneys of color to find mentors who identify with them or to whom they can look for time-tested strategies that apply to their unique challenges.

Establishing your own personal advisory board enables you to obtain assistance from several people. Each has a unique contribution to make to your career success. This approach also gives you an opportunity to seek needed assistance without over-burdening any one person.

In order to construct an effective personal board of directors you need to assess your learning needs. Identify the skills you need to acquire or improve in order to achieve the career goals you've set for the next year or two. Having identified your knowledge needs, you'll be ready to identify potential advisors. You can get recommendations from others. At the same time, observe people you'd like to emulate or those who have some special expertise in the areas in which you're interested. Look both within as well as outside your current work setting.

The people on your board will change as your learning needs change. Here are a few important tips for developing your advisory board:

• Select people whom you trust.

• Keep in mind that the alliances you form with your advisors are substantive, strategically important, and meaningful relationships.

• Clarify each person's expectations for the relationship. Negotiate how long you expect the relationship to proceed in this form.

• Understand what you mentor needs in order for the relationship to be mutually rewarding. For some advisors, helping another attorney succeed is sufficient. Others might feel rewarded by your offers to assist them in their own work.

You'll need to have advisors who serve different functions. The most important of these are:

A Culture Guide

If you're a new attorney, or are new to your current work setting, you'll need an advisor who can help you learn about the organizational culture. This mentor can provide tips on who is powerful, who the key players and decision-makers are, whom to seek out and whom not to cross. This mentor may also suggest committees to join and other avenues to pursue so that you will become more visible.

A Legal Skills Mentor

It's useful to find a mentor with deep knowledge in your area of the law – a senior and successful attorney who can provide candid and constructive feedback about your work. You need to have someone you trust to whom you can turn with substantive questions about your work. Ideally, this would not be someone who will be in a position of evaluating you: you can't hold back if you want to really learn.

A Role Model

It's especially helpful for women attorneys to form alliances with other women lawyers who share their work/life balance values. Ask someone you admire to share her strategies for balancing work and family.

It's particularly helpful to identify leadership role models. Think of the most inspiring leaders in your life and list the attributes that elicited your admiration and respect. Find role models who can advise you about how you can become a leader.

A Good "Connector"

Unless you have a well-established network, it's helpful to know someone who can introduce you to people you'd like to know. As a knowledge worker in today's economy, you simply cannot know everything. Establishing a knowledge network enables you to identify the fastest route to the information you need and the people who can connect you to that information. Whether you're seeking information requested by a client, connections to business development opportunities, or looking for another job, a well-developed network is an essential resource.

6. FIND A CHAMPION

It's essential to have someone who will be your champion in the organization. Most likely, this will be someone with whom you practice. The more value you add to the practice of a senior lawyer in your practice group, the more he or she will be invested in retaining you. People who like you, as well as your work, are more likely to be in your corner. It's also necessary that this person be in a secure position in the organization; someone in a tenuous spot is unlikely to feel able to go out on a limb for you.

7. WORK TOWARD EXCELLENCE IN YOUR PRACTICE

Excellent work performance is a necessary, although not sufficient condition for leadership. Stay on top of your professional development. Don't wait for your firm or organization to offer a seminar in the skills you want to learn – seek out your own training opportunities.

Keep in mind the difference between excellence and perfection. Maintaining high standards for your work reflects positive striving. On the other hand, being harshly self-critical for the smallest error will undermine your success. Perfectionism easily leads to micro-management and harsh criticism of others, neither of which are effective leadership behaviors.

It's difficult to strive for excellence unless you're doing what you love. People who are committed to what they do – who are strongly interested in their work – are resilient in the face of challenges. Enthusiasm and passion motivate hard work. Genuine interest sustains focused attention.

It's important to know what skills you should be developing as you progress in your career. The ABCNY Report of the Task Force on Lawyers Quality of Life delineates specific training goals for corporate and litigation associates. You can find these at: http://www.abcny.org/taskforce.html

Look for Attachment C. For a list of skills against which to assess your progress, you can send an email to me at [email protected] with "Skills" in the subject line.

The more knowledgeable you are and the better your skills, the more you'll be a resource to others. Expertise builds your reputation as a credible and trusted resource, which is essential for attaining leadership roles.

8. TAKE INITIATIVE

Whatever you're trying to accomplish, you need to take control of your own destiny and act on your own convictions. To become a leader, you must first learn to lead yourself. Initiative is a fundamental leadership competence. Choose your work – don't let it choose you. Seek out work you like or from which you can learn. If the work you really want isn't coming your way, make a plan to find it. Forge alliances with people both within and outside your organization who can help you work with the kinds of matters and clients you prefer.

Avoid the "tyranny of the in-basket." [3] You need to actively work on your career, not just on your work. Develop a career plan. Identify specific, measurable goals and routes for accomplishing them. Go beyond adapting to whatever comes your way. Proactively select and influence the situation in which you work rather than merely reacting to situations created by others. Work to change yourself and your circumstances for the better.

Leaders create a vision, set goals that embody the vision, inspire action to accomplish the vision, and develop strategic plans which lead to their goals. Start on your path to leadership by leading yourself.

9. TAKE RISKS

Developing leadership skill requires getting out of your comfort zone. Set "stretch" goals that enable you to develop new skills. Join committees and take a leadership role. This is an opportunity to develop leadership competencies as well as increase your visibility. Many women lawyers have told me that they do their best to fly under the radar. They believe that this demonstrates that they are team players. I disagree. You stand to lose far more by being invisible than you do by taking risks. In order to break through the stereotypes that keep women from achieving positions of leadership, you'll need to appear confident. That means being willing to learn on the job instead of waiting until you know everything before you take on challenges. Ask your advisory board and network to help you fill in knowledge gaps. Present your ideas. Be decisive and to the point. Speak in a convincing manner and make your statements strong and powerful. Claim authorship of your ideas. Don't qualify your statements or apologize for speaking. Be assertive, not aggressive. Manage your emotions when you set limits and make requests. Avoid harsh criticism and always respect the dignity of others. Depersonalize your mistakes. Just because you failed at one thing doesn't make you a failure. View mistakes as learning opportunities. If you become so worried about how you're perceived after you make an error that you never try again, others will conclude that you always make mistakes. But if you attribute your error to insufficient information, you'll learn more and try again. Your track record of successes will outweigh the memory of your small errors. Taking risks builds resilience and self-confidence. The more you stretch yourself and succeed, the more confident you'll feel. This will empower you to strive toward a leadership position.

10. BE OPTIMISTIC

As "purveyors of hope," [4] leaders must be optimistic. Realistic optimists take control where they can and stop investing energy in things beyond their control. When faced with a setback, optimists don't succumb to feelings of helplessness. They maintain their focus on the larger purpose, finding ways to bounce back and pursue alternative routes to their goal. Optimists see mistakes as learning opportunities, not as catastrophes from which they'll never recover. This enables them to take the kinds of risks necessary for becoming a leader. Optimism is especially difficult for lawyers, since so much of legal work is about anticipating and preventing disaster. But even though pessimism may help you be more effective in practicing law, it will be an obstacle if you think this way about career planning or the rest of your life. You're probably used to thinking that optimism is just a personality characteristic and you either have it or you don't. But, the fact is that research has demonstrated that people can learn to think more optimistically and that these changes are enduring. If you want to learn to be more optimistic, I'd encourage you to read "Learned Optimism" by Martin Seligman, Ph.D. [5].

11. BECOME "UN-FUNGIBLE"

Find a niche which your organization values and about which you can be passionate. Develop your expertise in this area. If you are the only expert, or one of a few experts in this area, you'll be of considerable value to your firm. This increases your power to lobby for flexibility in your scheduling and opportunities to take on leadership roles.

12. MAKE YOUR CAREER MORE IMPORTANT THAN YOUR JOB [6]

Focusing on your long-term career goals enables you to minimize the power of any given employer. If your goals are incompatible with those of your organization, or if you can't get the support you need to make your vision a reality, look elsewhere.

13. DEVELOP YOUR SOCIAL INTELLIGENCE

Leadership is interpersonal. Effective leadership is fundamentally about how you relate to people. Social intelligence consists of several components:

• Self-management People who cannot manage the expression of their own emotions are unlikely to effectively manage others. It's important to develop an awareness of your own feelings and make deliberate choices about how best to use them in any given situation. Managing your emotions keeps them from clouding your perceptions and judgments. Being able to influence how others perceive you and coming across to others in the way you intend require self-awareness and self-regulation. It's essential to have a deep understanding of your own values, motives, strengths and limitations. Though it's not always easy to be honest with yourself, you need to develop this kind of honesty if you want to be interpersonally effective. Realistically appraise yourself without being overly self-critical. Ask others for feedback. The knowledge of how others perceive you is a powerful tool. Monitor yourself; pay attention to your feelings, actions and intentions. Observe the impact of your actions on others. Self-awareness is also critical for empathy since we tend to perceive others through the filter of our own needs, fears, expectations and hopes. When we are aware of what we expect to hear or are afraid of hearing, we can get past the filter and hear what's really being communicated.

• Social radar Effective leaders can read emotional signals and assess other's emotional states. Your ability to influence others depends upon your skill at sensing their reactions and adjusting your approach accordingly. Practice "active" listening – listening not only to the other person's words but also their nonverbal expressions. Leaders are more persuasive when they can attune their message to their listeners.

• Seek Win-Win Solutions to Problems Leaders elicit far more cooperation when they work toward equitable solutions, which all participants can embrace. Be flexibly open to others' points of view and demonstrate your understand of their perspectives. Always try to preserve the dignity of everyone involved in a problem or project. Leadership is about building and empowering teams. Practice creating an atmosphere of collaboration and openness.

14. BE YOUR OWN ADVOCATE

Many women attorneys who are excellent advocates for their clients are fearful of advocating for themselves. In our culture, women are socialized to believe that self-promotion is not only unbecoming and aggressive but will also damage their careers. But failing to advocate for yourself can have far-reaching consequences. In the short run, too much modesty feeds into the gender stereotype that women aren't "tough enough." Keep in mind that other people see only a small percentage of our actions. The missing information has to come from the actor herself. Share your knowledge by offering to help others. Broadcast your wins through in-house newsletters. Express your convictions. Self-advocacy is necessary for reaching positions of leadership. At the same time, make sure that you acknowledge and appreciate everyone who contributed to the group effort. Leaders are able to make their employees feel proud of their contributions. They don't need to steel the credit for themselves.

15. BREAK THROUGH EXPECTATIONS

Gender role stereotypes are an obstacle to women achieving leadership in the legal profession. But believing you'll never break the "glass ceiling" is sure to hold you back. Sometimes the only way to get past these stereotypes is to address them directly. Shining a light on unspoken assumptions can enable your listeners to hear and see beyond their expectations. By identifying these assumptions, you're conveying power and insight, which inspire trust.

16. BECOME AN EXCELLENT COMMUNICATOR

A leader must communicate her vision in a way that energizes people and galvanizes them toward action. The ability to gain the cooperation and support of others – through negotiation, persuasion and influence – depends upon communication skill, which in turn is essential for leadership. Be aware of gender differences in communication style. (For details, see Issue # 27 of "Beyond the Billable Hour at http://lawyerslifecoach.com/newsletters/issue27.html.) Essentially, you must take your listener's expectations into account in tailoring your communications. For women, it's especially important to give the other person a reason to listen by addressing a goal your listener wants to achieve. When people feel heard, they're more likely to hear you. When you understand their goals, you can articulate how their aspirations can be aligned with your vision. Although implicit gender role stereotypes foster the belief that mothers cannot be good leaders, the fact is that parenting is excellent training ground for leadership skills. As a parent you learn to plan strategically, negotiate, enlist cooperation and persuade – all of which you can transfer to the workplace.

17. SHOW CONCERN FOR OTHERS

Research [7] indicates that among the most important characteristics of effective leaders are compassion, nurturance, generosity, altruism and empathy. "Agreeableness" is a social trait and leadership takes place in a social context, so it's not surprising that these characteristics are so important for effective leadership. Women lawyers need to keep this in mind. All too often women are urged to "act like men" in working toward leadership positions. Be encouraged to learn that the most effective leaders demonstrate traits most often attributed to women.

18. DEVELOP AND MAINTAIN A SUPPORT SYSTEM

Taking the time to maintain supportive and close connections with others is necessary to attain and sustain the energy and well-being you need to achieve career success. At home, you'll need a partner who will agree to negotiate and share family work with you. Be clear with your significant others that you need their help in order to reach your goals. Being overloaded with family responsibility is as much of an obstacle to women reaching positions of leadership as is the "glass ceiling" at work. You'll also need the support of people you supervise – your support staff, paralegals, junior associates, etc. It's easier to recruit such support if you understand their needs and goals and treat them with compassion and respect. Compassion and encouragement motivate people much more than impatience and harshness. Learn to delegate well. Remember, leaders don't do all the work themselves: They effectively match people to tasks based on knowledge of their subordinates' strengths and aspirations. They are clear about their expectations when giving assignments. But don't allow perfectionism to derail good delegating. If you're not satisfied with the finished product, resist the urge to do it over yourself. Instead, return the work to the person who produced it and make sure that he or she understands your expectations. That way, you won't feel overburdened and you'll help the other person increase their own competence.

19. MAINTAIN INTEGRITY

Integrity may be the single most important characteristic of competent leadership; it's the sine qua non of a trusted advisor and effective leader. People are willing to be led by someone who follows through – someone they trust. Do what you say you will do. Don't promise to do what you can't. People without integrity may gain power, but they don't truly lead.

20. PERSEVERE

Persistence in the face of adversity is one of the cornerstones of resilience. Take responsibility for your own fate. Stay resolute in your values and goals and remain determined and self-disciplined in your efforts to achieve them. Persistence doesn't mean you never feel discouraged. Rather, it means maintaining your focus on the goal in spite of your feelings of discouragement. Like a marathon runner, you keep going because you believe in what you're doing. You simply will not give up. If your goal is to become a leader to help the legal profession become a truly diverse, welcoming and equitable profession, then don't give up. Your leadership is most needed. 

What Do Managers Who Are Both Successful and Effective Do?

The most obvious concluding question is what those who were found to be both successful and effective really do. This "combination" real manager, of course, is the ideal – and has been assumed to exist in American management over the years.

Since there was such a difference between successful and effective managers in our study, we naturally found relatively few (less than 10% of our sample) that were both among the top third of successful managers and the top third of effective managers. Not surprisingly, upon examining this special group, we found that their activities were very similar to real managers as a whole. They were not like either the successful or effective real managers. Rather, it seems that real managers who are both successful and effective use a fairly balanced approach in terms of their activities. In other words, real managers who can strike the delicate balance between all four managerial activities may be able to get ahead as well as get the job done.

Important is the fact that we found so few real managers that were both successful and effective. This supports our findings on the difference between successful and effective real managers, but limits any generalizations that can be made about successful and effective managers. It seems that more important in explaining our organizations' present performance problems, and what to do about them, are the implications of the wide disparity between successful and effective real managers.

Implications of the Successful versus Effective Real Managers Findings

If, as our study indicates, there is indeed a difference between successful and effective real managers, what does it mean and what should we do about it? First of all, we need to pay more attention to formal reward systems to ensure that effective managers are promoted. Second, we must learn how effective managers do their day-to-day jobs.

The traditional assumption holds that promotions are based on performance. This is what the formal personnel policies say, this is what new management trainees are told and this is what every management textbook states should happen. On the other hand, more "hardened" (or perhaps more realistic) members and observers of real organizations (not textbook organizations or those featured in the latest best sellers or videotapes) have long suspected that social and political skills are the real key to getting ahead, to being successful. Our study lends support to the latter view.

The solution is obvious, but may be virtually impossible to implement, at least in the short run. Tying formal rewards – and especially promotions – to performance is a must if organizations are going to move ahead and become more productive. At a minimum, and most pragmatically in the short run, organizations must move to a performance-based appraisal system. Managers that are effective should be promoted. In the long run organizations must develop cultural values that support and reward effective performance, not just successful socializing and politicking. This goes hand-in-hand with the current attention given to corporate culture and how to change it. An appropriate goal for cultural change in today's organizations might simply be to make effective managers successful.

Besides the implications for performance-based appraisals and organizational culture that came out of the findings of our study is a lesson that we can learn from the effective real managers themselves. This lesson is the importance they give and effort they devote to the human-oriented activities of communicating and human resource management. How human resources are managed – keeping them informed, communicating with them, paying attention to them, reinforcing them, resolving their conflicts, training/developing them – all contribute directly to managerial effectiveness.

The disparity our study found between successful and effective real managers has important implications for the performance problems facing today's organizations. While we must move ahead on all fronts in our search for solutions to these problems, we believe the activities basic to the effective real managers in our study – communication and human resource management – deserve special attention.

References

*http://www.career-success-for-newbies.com/how-to-move-up-the-corporate-ladder.html

*http://www.emergingleader.com/article31

*http://www.be.wvu.edu/divmim/mgmt/blakely/homepage/BADM543Leadership/Summer07/Readings/LeadingvsManaging.htm

Author:

Post-Doctor Omar Gómez Castañeda,Senior,Ph.D

Programa en "Business Management"(Gerencia de Negocios) en La Salle

Extension University de Chicago,Estado de Illinois,Estados Unidos.(1981).

La Salle Extension University Alumni

Chicago, IL-417 South Dearborn Street

Omar Ricardo Gómez Castañededa(Student Number 2747760-100) Class of 1981

http://www.allhighschools.com/school/la-salle-extension-university/999037902

Doctorado en Administración de Negocios,Mención:Dirección de Negocios con el grado de "Magna Cum Laude" de University of Aberdeen International,Registrar Office 560, South Winchester Blvd.,Aberdeen,South Dakota 57401.

Toll Free.(877)2192187.

Toll Free Fax.(877)2134578.e.mail:[email protected]

Dirección Electrónica:http://aberdeen.edu-sd.us.

Este título doctoral está Notariado Legalmente ante la Notaria Pública del Distrito de Columbia, Washington,D.C el 14 de Enero del 2008 por la Notaria Pública,Amy Broxterman y certificada su firma en la misma fecha por el Secretario del Distrito de Columbia,bajo el expediente Nº 185715,siendo la suscrita, –

Stephanie D Scout,expidiendo respectivamente la Apostilla de la Convención de La Haya del 5 de Octubre de 1961 donde Venezuela está adscrita a nivel internacional como país miembro.

Traducido y Legalizado el Título asi como las notas en Agosto del 2008 ante la República Bolivariana de Venezuela por el Intérprete Público Venezolano,René Ron Pereira,G O Nº 38040,de fecha 8 de Octubre del 2004,el cual fué registrado en la Oficina Principal del Registro Público del Distrito Capital,bajo el Nº 232,del Protocolo 232,Tomo 7, el 27 de Julio del 2004 e inscrito en el Juzgado Segundo de Primera Instancia en lo Civil de la Ciudad de Caracas,el día 13 de Agosto del 2004,bajo el Número E-6251.

Autenticada la firma del Profesor René Ron por la Dra Sara A Dávila Z,Notario Público Trigésimo Noveno del Municipio Libertador Interino,C.I.V.Nº 12890483, del Ministerio del Poder Popular para Relaciones Interiores y Justicia,según planilla 162984 de fecha 5/9/2008,inserto bajo el Nº 47,Tomo 216 de los libros de

autenticaciones,Caracas,Distrito Metropolitano.

Registrado el Título el 11 de Septiembre del 2008 en la Oficina Principal de Registro Público del Estado Lara bajo el Nº 2922,Folio 122,Protocolo Unico,Estado Lara,Venezuela.

Lista de los institutos acreditados

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Autor:

Post-Doctor Omar Gómez Castañeda,Senior,Ph.D