SJBiz_OfficeSpace_0619_Layout 1 6 / 19 / 19 1 : 05 PM Page 1 SOUTH JERSEY BIZ OfficeSpace SUPPLIES CORNER OFFICE IN DEMAND Edited by Grace Clevenger Succession with Progression : How Managers Transition to Leaders MANAGERS ARE TYPICALLY PROMOTED From One to All INTO LEADERSHIP ROLES WITH THE AS - A new leader may have Evapolar evaSMART SUMPTION THAT THEIR EFFECTIVENESS lingering “ departmental EV - 3000 Personal Air Cooler WILL CONTINUE ; but rather than assume , senior biases ” that show up as When it gets too hot , the EV - 3000 leaders are wise to put into place a two - pronged baggage that slows meet - is perfect for cooling down your approach to succession . The first prong is to pick ings and other processes space by allowing you to create the right candidate . The old cliché applies : “ Hire down . The classic mis - Brian Braudis , your own climate . Small and for attitude and train for ability . ” take is for new leaders President portable , EV - 3000 works to cool , The Braudis Group The second prong is to cultivate the carefully to fall into their previous humidify and clean dust particles selected candidate long before we flip the switch . function and overman - from the air by using water and the Ideally , extensive cross - training and varied expe - age and underlead . Colleagues need to give the heat energy already in the air . It is compatible with the evaSMART riences culminate as understanding the “ leadership new leader their patience while they cultivate an app , as well as Amazon Alexa . landscape . ” open - minded shift from managing one department ( Shop.us.evapolar.com , $ 229 ) Leadership can be polarizing , ambiguous , volatile to serving all departments in the organization . and complex ; so out of necessity , robust support systems must be in place . A network of peers , Solving Problems to Seeing Problems Before mentors and coaches is the classic challenge / support They Develop system that creates an effective and supportive tran - Strictly speaking , managers and leaders are keen sition . New leaders must shift in these five areas : problem solvers . But one of the finer points of eadership — and where leaders earn their keep — is l seeing problems before they happen . If a leader Production to Outcomes can identify slowed growth or a decline early on The immediate challenge for managers is to shift and proactively put things in place to avoid the from a “ making widgets ” mindset to an “ influencing dreaded “ workforce planning , ” this “ seeing ” will outcomes ” mindset . Rather than counting widgets , PhoneSoap 3 save everyone . a new leader must have both eyes toward efficiencies The PhoneSoap 3 makes it easy to now and necessary adaptations toward the future . not only charge your phone , but to keep it clean , too . This device works As the new leader begins working with stake - Worker to Learner to clean any size phone , plus the holders , they need a new perspective — the long - Leadership is not about knowing — it’s about learning . case , of the daily germs and dirt that term view with the idea of a short - term , stepping New leaders typify the shift from a working manager accumulate throughout the day . stone , daily implementation . to a learning leader . As they work to cultivate an This duo - purpose PhoneSoap also open mind and flexibility , they must also demonstrate charges phones while it cleans . a commitment to relentless self - improvement — Specialist to Visionary ( PhoneSoap.com , $ 59.95 ) that means applying continuous learning toward Managers thrive as specialists . They know their de - competency , excellence and greatness . partment , their people and their function . That’s not Jabra Speaker When new developing leaders are hand - selected , enough for a leader . Leaders must know the language Series cultivated and afforded the organizational backing of all departments . They must be able to translate Make confer - necessary for success , it’s beyond an exercise in information , patterns and trends from departments ence calls a breeze with the succession . It’s a testament to a leadership strategy into the language of efficiencies , profit and vision . Speaker Jabra and the state - of - the - art demonstration of a leadership The vision of the organization is up to leader - Series . With their culture . Over time , the effort results in ship — no one else can take the reins here . Leaders duplication clean and crisp sound , must harness what is known now , the trends they and sustainable success . conduct meetings or calls without see in the telescope and provide a vision . The one technological problems interfering . big advantage that is difficult for competitors to du - Brian Braudis is a certified coach and author , and This speakerphone follows the path plicate is everyone rowing in the same direction president of The Braudis Group . He works with of already - known Jabra products toward the big prize . leaders to increase progress , productivity and profit . to increase productivity in the workplace . ( Jabra.com , $ 149 ) SouthJerseyBiz.net | VOLUME 9 ISSUE 6 | SOUTH JERSEY BIZ | 13