A quartet of business bugaboos derails more projects, more careers, and more companies than all other factors combined: Turf, territory, title, and ego.
Let’s get one thing straight quick: Every successful manager in history has a strong ego and sense of self. Every one of them understood and appreciated the necessary boundaries of division of labor within a company and tried to mesh their operations or project goals with the company’s mission. Every single one of them sought advancement in the corporate ranks.
Having a strong ego is part of the developmental make-up of every successful manager. But having a big ego is not the same as being confident in one’s abilities and being to view one’s accomplishments and potential in a realistic spotlight. It’s a fact that many managers are not as good as they think they are; many managers sell their attributes short, and; many potential great managers have not developed the attitude nor temperament to believe in their own abilities.
An uphill climb can bring personal and professional rewards.
A strong ego, tempered by realism, is priceless to a steady, uphill climb on the corporate ladder. But developing an ego as a positive personality trait, like the making of a fine wine, must be constructed under strict parameters, with little room for experimentation.
Confidence is just another word for ego … minus the obnoxious gene.
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