Description
Many leaders are used to wielding authority and making executive decisions with their place in the hierarchy in mind. But what happens when leaders move into positions where getting things done suddenly depends more on influence and the ability to build coalitions of support than on authority? Whether your new role involves navigating within a "matrix" organization, negotiating with powerful external partners, such as government agencies, or leading a critical support function, such as HR or IT, without control over critical budgets, you need to learn how to practice corporate diplomacy--effectively leveraging organizational alliances, networks, and other business relationships to get things done. In this chapter, transition acceleration expert Michael Watkins shows you how. This chapter was originally published as Chapter 3 of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."