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Organizations tend to notice people who project assertiveness. Employees who confidently put themselves forward, speak often and openly about their ambitions, and appear eager to take charge are more likely to be identified as leadership material. Their desire for the role is easily interpreted as evidence that they are ready for it. Yet being eager to lead is not the same as being ready to lead.
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Employees’ speech patterns can shape their careers, not because speech reliably predicts ability, but because managers often mistake familiarity for social skill. A new study, which draws on
This article was produced by Harvard Business School Working Knowledge and features the insights of faculty member Kadeem Noray.
In the August 31 edition of The Insider newsletter, managing editor Gretchen Gavett shares an argument for why organizational transformation should be a learning journey, a formula to gauge your
Most organizational transformations kick off with a detailed roadmap and a fixed destination due the complexity involved and coordination required. But you may be more likely to succeed if you admit you don’t entirely know where you’re headed.