The Leadership Japan Series By Dale Carnegie Training Japan

402: The New Leader Mindset Shift Needed We are recognised for our capabilities and potential and promoted into our first leadership role.  We have been given charge over our colleagues and now have additional responsibilities.  In many cases we don’t move into a pure “off the tools” leadership role. We are more likely to be a player/leader hybrid, because we have our own clients and also produce revenue outcomes.  One of the biggest difficulties is knowing how to balance the roles of “doer” and “urger”.  Jealousy, bruised egos, sabotage, mild insurrection can be found amongst our former colleagues as we are now their new boss.  There will be some who feel the organisation has made a massive error and they should have been the one promoted. Their enthusiasm for striving for the greater good has become diminished and results begin to suffer.  The more Machiavellian may be thinking how they can unseat the new boss, by lowering outcomes enough, so that it damages the new boss’s credibility, without getting thems