Here's how you can enhance your chances of getting a promotion by developing your leadership skills.

Seek and act on feedback from peers and supervisors, and take initiative by volunteering for projects outside your regular duties. Develop emotional intelligence to build strong relationships and manage team dynamics. Improve your communication skills, both verbal and written, and mentor others to show your support for the team.Build a strong network within and outside your organization,stay informed about industry trends, and focus on strategic thinking. Showcase your problem-solving skills, invest in leadership training, and lead by example with integrity and accountability. Set and achieve clear goals, and remain adaptable and resilient to changes. Lest I forget,it's important to learn to be a good follower to become an effective leader.

Understand the Big Picture: Gain a comprehensive understanding of the company's strategic goals and how different departments contribute to achieving them. Align Your Vision: Develop a vision that supports the company’s objectives and reflects an integrated view of the organization. Communicate Clearly: Articulate your vision in a way that resonates with your team. Use clear, compelling language to explain how their efforts align with the larger goals. Inspire Your Team: Motivate your team by showing the impact of their work on the company’s success. Use stories and examples to illustrate the future state of the enterprise.

Leaders are selected from a pool of those that align their thoughts and actions with the vision. The ability to see the big picture, carry the vision and inspire others to action is a foremost attribute for 'leaders in waiting'.

Many thing play into our opportunities to be leaders. I believe we first have to learn and grow, and as we do this we begin to believe we are worth of leadership. I know sounds a little too philosophical. But this plays so much into our effectiveness when we are given the opportunity. When we believe we belong, we then can lead with empathy and not be threatened by the next superstar on our team. So as we learn and grow, we then develop the emotional intelligence to handle the challenges of leadership. Building relationships, showing our knowledge and all this other stuff helps us get the faster, but having the emotional intelligence shows we are ready.

It is not your job as a leader to tell people what to do, it is to help they discover what they need to do. To do this: Embrace Curiosity. If you do this, you will naturally ask more questions, which eliminates a reliance on assumptions in your decision making and communication. When met with resistance - ask a question. When bringing a new idea - ask questions about potential impacts. When a teammate asks what they should do - take the time to help them figure it out instead of telling them what to do.

When a seasoned front line employee wants to talk about work improvement, do listen. As managers we do not deal with the nitty grittier aspects of front line. Most of our improvements comes from feed back and sometimes just a comment over a cup of coffee. As a manager you are always hearing and listening.

Simplify Complex Ideas: Break down complex concepts into easily understandable terms. Use analogies and visual aids to help your team grasp intricate ideas. Active Listening: Show genuine interest in your team’s input. Listen attentively, ask clarifying questions, and acknowledge their perspectives to foster trust and collaboration. Clear Instructions: Provide concise and unambiguous directions. Ensure your team understands their tasks and responsibilities to avoid confusion and errors. Constructive Feedback: Offer feedback that is specific, actionable, and focused on improvement. Highlight strengths while addressing areas for growth.

This is a real story with names changed that happened at my workplace a few years ago: Lidia, an ambitious business architect, felt stuck in her career despite her hard work. Seeking advice, she spoke with Maria, a successful leader. "Leadership is as much about relationships as it is about strategy," Maria said. Realizing her oversight, Lidia became more approachable, engaged with colleagues, and offered support. She connected with people at all levels, attending events and showing genuine interest in others. Her helpfulness earned her trust and respect, and when a leadership position opened, she was promoted. Lidia learned that building strong relationships is key to advancing in one's career.

Enhance your promotion prospects by cultivating strong relationships. Engaging with colleagues at all levels helps you connect with diverse roles, broaden your perspective, and develop deeper empathy and understanding. Additionally, fostering these relationships builds trust and enhances collaboration across teams, further demonstrating your leadership potential.

Be Approachable: Foster an open-door policy where team members feel comfortable approaching you with questions, ideas, or concerns. Smile, greet colleagues warmly, and show genuine interest in their well-being. Show Empathy: Understand and acknowledge the emotions and perspectives of your colleagues. Practice active listening and provide support when they face challenges. Offer Support: Be a reliable source of assistance. Help your team members with their tasks, provide guidance, and celebrate their successes. This builds trust and loyalty. Network Strategically: Engage with stakeholders at all levels, from peers to senior management. Attend networking events, participate in cross-functional projects, and seek opportunities to collaborate.

Also, please remember that the work to build organic relationships should begin well before one is looking for promotional or leadership opportunities. Leaders should strive to build strong networks within their organization by truly engaging and connecting with their coworkers in a real (non-transactional) way.

In a constantly changing VUCA world, adaptability is key for not only business success but sustainability. The learning organization embraces agility in its core values and reinforces a culture of embracing and driving change. The strategy, people and culture must all be aligned for adaptability to take root.

Embrace Change: Show enthusiasm for new initiatives and be proactive in adopting new processes or technologies. Your positive attitude towards change will inspire your team. Stay Open-Minded: Be receptive to new ideas and different perspectives. Encourage your team to share innovative solutions and be willing to pivot when necessary. Lead by Example: During times of change, maintain a calm and composed demeanor. Your ability to stay steady under pressure sets a strong example for your team. Continuous Learning: Keep updating your skills and knowledge to stay relevant. Attend workshops, take courses, and stay informed about industry trends.

Champion New Ideas: Encourage your team to brainstorm and share creative solutions. Create a culture where all ideas are valued and considered. Provide Resources: Ensure your team has the tools and support they need to experiment and innovate. This includes time, funding, and access to relevant information. Lead by Example: Demonstrate your own commitment to innovation by staying updated with industry trends, experimenting with new methodologies, and embracing new technologies. Reward Creativity: Recognize and reward innovative thinking and successful implementation of new ideas. This motivates your team to continue pushing boundaries.

Creating and maintaining an environment that is supportive of innovation and iterative learning is a strong leadership attribute. Organizations that innovate are often those that are built to last. Fostering innovation requires encouraging creativity and promoting the culture of sandboxes where teams can innovate, try, fail forward and eventually bring forward new products that keep the business ahead of its competition.

Leading with integrity is paramount on your leadership journey. Set the standard by being honest, follow through on your commitments, respecting those who are not present, and doing the right thing even when unobserved. Maintain full transparency in your communication to build trust and demonstrate your commitment to ethical leadership.

Leadership can be shown in the workplace - show that you can do the job by deputising for your boss, assisting other departments leaders, getting involved in or establishing new initiatives, not accepting the status quo and never the ‘we’ve always done it this way’ attitude. Lead outside of work, through sports, charitable organisations, clubs and voluntary work. Show that you are a leader by going beyond doing what you’re paid to do. Accept that there will be barriers to progression but find out how to overcome them. Seek advice from your seniors. Get a good mentor from the leadership community. It doesn’t have to be one mentor in your company, get two, or three. Use every tool on the box to showcase who you are.

First, be certain to cultivate and support a strong #2 person. Those looking to promote you will not just look at what you bring to your new Promotion but also what damage is done by taking you out of your current position. Second, make sure your boss Succeeds. If they do, the glory is infinite and accrues to you too as success has many parents. If they do not, the team gets painted with the same brush, as the institutional attention span is too short for long complex explanations or excuses.

When aspiring to a leadership position , it's crucial to reflect deeply on your true preferences. Ask yourself if you genuinely enjoy leading others or if you thrive as an independent contributor. This introspection is vital and can significantly impact your future success as a leader or shape your career aspirations. If you derive satisfaction from seeing your business succeed by nurturing and developing your team, you have the potential to lead. Similarly, if you can embrace and celebrate your team's successes and failures as your own, you possess the capacity for leadership. Conversely, if you prefer working independently and find fulfillment in individual accomplishments, you may not be suited for a leadership role.