C H A P T E R 14

The Courage to Rise Above

Don’t Be Afraid to Stand Out

THERE’S AN INTERESTING THING about the leadership literature—for the most part, it tells you what to do once you have already reached a high-level position, but for the most part it doesn’t say much about getting to that position in the first place. And there is another issue also largely avoided by many discussions of leadership: the possibility that what is good in terms of advancing an individual’s career and interests may be inconsistent with what is good for the organization’s long-term interests. This point becomes clear when my MBA and executive students comment that some of the material I teach on power and influence contradicts popular recommendations of people such ...

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