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It's time to kill a common myth: Executives who avoid workplace conflicts get ahead. Instead, their advancement often stalls.
A well-liked senior vice president at a big health-care company lost a key promotion and left in 2012 because he never disagreed with colleagues during meetings. The man's failure to manage conflict derailed his career, recalls David Dotlich, a leadership and succession coach. His research has identified "eagerness to please" as one of the top reasons that executives fail.
The support programme developed when West Herts governors approached LSIS after realising that they wanted more than the internal view provided by self–assessment and, as Ms Selwood says, there was “nothing out there”.
I am convinced that there has never been a better time to be a human resource executive. Really. No other member of an executive team is better positioned today to help an organization realize a lasting competitive advantage. To understand why this is the case, it's helpful to take a look back at how various corporate functions have ebbed and flowed in importance over the past 25 years.