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When asked, 88% of Americans will say theyre above average drivers. In the ability to get along with others, 25% of students rate themselves in the top 1%. When couples are asked to estimate their individual contributions to household work, the combined total routinely exceeds 100%. These are all statistical impossibilities. Theyre also great examples of how were predisposed to overrate our abilities and contributions. As an aspiring CEO candidate, its important to have the humility to recognize your inherent, self-serving bias and counteract it through the following steps: Objectively assess your capabilities versus whats needed Fill your skill gaps and gauge your progress on the way Refuse to play politics in the process What the company needs Assessing your capabilities starts with understanding what the company needs in its next leader. Brad Smith, the former CEO of financial software giant Intuit, uses a horse racing analogy: The reason there are very few Triple Crown winners, he says, is because the Kentucky Derby is a very different track from the Preakness, which are both different from the Belmont. The right horse will win on the right track. If youre a candidate, first ask yourself in an intellectually honest way, What does the company most need? and then Do I have that skill set today? To understand if you have whats needed, and where you stand, analyze your abilities along at least four dimensions. The first is breadth of experience and record (for example, leading transformational change, delivering a profit-and-loss statement, and representing the company externally). The second is knowledge and expertise (as it relates to such things as financial acumen, sales leadership, technology, target markets, and industry trends). The third is leadership skill (for example, your ability to think strategically, establish executive presence, build teams, and show self-awareness). The fourth is the strength of your relationships and overall reputation. How are you viewed by internal stakeholders, such as your boss, peers, direct reports, and influencers? How about by external stakeholders, such as investors, customers, suppliers, regulators, and community leaders? And how do board members size you up? Michael Dell, founder and CEO of Dell Technologies, summarizes success on this dimension as whether you have “followership.” The best definition of a leader, he reflects, is if people are willing to follow you. Consult others To help break through your self-serving bias, its important to seek others views. That might involve getting feedback from mentors, confidants, peers, and so on, but more often than not, you should ask someone else to gather that 360-degree information. The person who collects the feedback could be a trusted colleague, but most often, its an external coach. While some leaders view having a coach as a weakness, the best point to the sporting world, where no player or team gets to the championship without a great coach. Nasdaqs CEO Adena Friedman shares, “Before I became CEO, I was getting 360s and coaching over a period of years. The coach gathered all the feedback. Then I sat down with them, and we discussed it together. It helped crystalize the feedback into ideas for improvement and action. Robert Smith, founder and CEO of private equity firm Vista Equity partners, explains the value of doing so. If you’re right-handed, you usually have a weak left hand. A great coach, he suggests, helps you see What’s your left hand? What are you weak at that you can learn to be better at? And what are the things you need? A learning journey Once youve assessed how you score along these four dimensions, its time to start improving yourself. Think of it as embarking on a learning journey that involves cycles of taking action and then reflecting with a close group of advisers on the progress being made. Such journeys typically combine ongoing leadership coaching with participation in various forums or roundtables, visits to other companies, targeted reading lists, briefings from experts, and finding opportunities to gain experience and build relationships by dealing with the media, presenting to the board, and representing the company externally. Pursuing this path requires striking a delicate balance. Without being seen as self-promoting or currying favor, youll want to increase your visibility so those who need to know are aware that you want to make the final ascent. Ive seen this go awry so many times when people begin to run for the job, shares Intuits Smith. They almost campaign for the role, and thats the quickest way to throw you off track. How it all comes together Former CEO of Westpac, Gail Kelly shares her keys to success: Dont play politics. Dont undermine people. None of that ends well. Be authentic, transparent, a team player, and an active supporter of colleagues for the greater good, even if theyre also in the running for the role. Her advice reinforces the importance of taking a gut check of your motivations and intentions. If theyre not sustainable, you simply wont be able to walk the line with authenticity. Michael Fisher, the CEO of Cincinnati Children’s Hospital Medical Center summarizes how it all comes together: Its a quiet ambition pursued with humility. You gain confidence as you go by learning and growing every day. Getting the balance right doesnt just set you in good stead as a CEO candidate. Its also a win for the institution. What company isnt better off for having more service-oriented leaders connecting across the enterprise and boldly solving for the good of the whole organizationespecially if theyre doing so while delivering on their core responsibilities, building their self-awareness, and developing new capabilities and more fruitful relationships?Adapted from CEO for All Seasons. Copyright 2025, Dewar, Keller, Malhotra, Strovink. Reproduced by permission of Scribner, an imprint of Simon & Schuster. All rights reserved.
Category:
E-Commerce
At the Port of Seattle, cargo is always on the move. Longshoremen load and unload cars, electronics, grain, logs, and hundreds of other commodities from ships and trucks before these products land on store shelves around the world. The life of a longshoreman can be a difficult one, with long and labor-intensive hours spent on the waterfront. Yet, many of them say the work itself is not the most difficult part. Especially in recent months, as unpredictable tariff policies have impacted the number of ships entering U.S. ports, uncertainty is plaguing our ports and the workers who make domestic and global trade possible. Were very fortunate to have the jobs we do and what they pay and the benefits we have, but at the same time, the unknown is what keeps us from enjoying those benefits, says Kesa Sten, a terminal chief at the Port of Seattle and president of the International Longshore and Warehouse Union (ILWU) Local 52. An unpredictable number of ships Within a few weeks of his inauguration, Trump made tariffs a cornerstone of his international policy agendabut these are not the low, consistent tariffs of past administrations. Broadly implemented and ever evolving, the new administrations tariff policy has led foreign leaders to scramble for deals and has led importers to wonder: Are these high fees here to stay? At the ports, this unpredictability has led to inconsistent numbers of ships coming in: busy periods as importers race to get their goods into the country before new tariffs take effect and much slower days while they wait and see. Compared with last year, the number of imports the Port of Seattle is managing is significantly lower, on average, though spikes in activity during pauses or before new tariffs take effect have, in some cases, met or exceeded last years averages. Just this last week in the Port of Seattle, we were rocking, Sarah Esch, a dispatcher for ILWU Local 19, told Fast Company in early August. I think they were just trying to land wherever they could in the U.S. before the August 7 deadline. The August tariffswhich were implemented under the International Emergency Economic Powers Act, a law that allows the president to take charge of international commerce regulation during a national emergencyhave been deemed illegal by federal courts. However, they will remain in effect until at least October 14 while the case is appealed to the Supreme Court, thereby extending uncertainty for importers and workers at the port. As dispatcher, Esch will continue to dole out jobs to those working on the waterfront all year. However, now that the busy summer season, when cruise and container ships alike flood Seattle, has come to an end, she is expecting much less work to be availableespecially for the newer workers hoping to become registered longshoremen. Registration comes with big benefits, such as health insurance, retirement, and first pick of available jobs at the port. Getting registered, though, can take many years and comes down to the number of hours worked. As fewer ships dock in times of economic uncertainty and trade instability, fewer jobs are available, and the registration process can become more drawn out and competitive. I need to be available, hoping to get work on the waterfront, Cole Lowenstein, a second-generation longshoreman working in Seattle, tells Fast Company. It takes me away from a lot of other things. Lowenstein has been a casual, the industry term for a dockworker making their way toward registration, for more than six years. During the COVID-19 pandemic, he remembers there was so much work available that casual workers would compete to see how many days in a row they could work, sometimes reaching 30 or 40 days straight. This year, his coworkers were in awe of the fact he worked nine days in a row. With job opportunities slowing down, Lowenstein says he lives 12 hours at a time, always waiting for the next dispatch to see if there will be enough work to warrant staying near the port or if he should make the trek back to his home in northern Washington. I spend a lot of time sleeping in my car just because Im two or three hours away from the house, and its not really worth the drive back, he adds. These already irregular work schedules have become even more unpredictable in the age of ever-changing tariffs. What the tariffs are for High tariffs have been a key part of Trumps economic strategy since his first term. However, while his first-term tariffs targeted specific importssuch as electric vehicles, semiconductors, and steel, his second term has seen steep, across-the-board tariffs leveled against trading partners. Moves that are baffling to some economists. Our president has offered several explanations for the tariffs, Gene Grossman, an economist and professor at Princeton Universitys School of Public and International Affairs, tells Fast Company. Interestingly theyre in direct contradiction with one another. A White House fact sheet related to Trumps tariffs outlines his goals for the policy: reducing trade deficits, bringing jobs back to the U.S., and raising revenues. Regarding these goals, Grossman says, you cant have it both ways. Bringing jobs stateside would require us to produce more goods here and import less, but importing less does not allow tariffs to bring in revenue. Still, Trump has moved ahead, creating a complex web of frequently revised tariffs over the past few months. In early February, he imposed steep tariffs on Canada, Mexico, and China, though many were suspended shortly after taking effect in March. He then announced a 10% tariff on all imports to the U.S., which both took effect and was paused on April 9. And despite summer-long negotiations, new tariffs were unexpectedly announced in August. Nearly all U.S. trading partners are impacted by a set of broad-reaching tariffs, which have been in effect since August 7. A 15% tariff, if you knew it was going to apply to everybody always and it wasnt going to be changed next month would be a problem for importers . . . but it would be a known problem, says Grossman. The current unpredictable state of global trade is a separate issue for importers, Grossman adds, since it encourages firms that might invest in U.S. trade to wait and see what will happen, rather than acting. So far, the result of this wait and see attitude has been slowdowns in tradeand at the ports. The West Coast has been particularly hard hit, because it processes many imports from China and other countries in Asia that have been hit with high tariffs. Lowenstein has even noticed longshoremen usually based at Southern California ports coming up to Seattle to find work. Ive only heard rumors about how slow it may be [in California], but the rumors are pretty alarming, Lowenstein says. What today’s low registrations mean for the future For Esch, who was in the process of becoming a registered longshreman during the 2008 recession, the slowdowns today feel familiar. She remembers how the inconsistency of work added an extra dimension of uncertainty to an already difficult registration process. I almost moved back home because it had just gotten so dreary and I went through bankruptcyIt was tough, it was really tough, Esch says. Im good now, but, oh my god, I certainly wouldnt want to be a casual right now. Derailing the registration process for the next generation of longshoremen does more than inflict uncertainty on workers, it could destabilize the industry as more longshoremen choose to pursue other careers. After a long slowdown in work, if the number and frequency of ships coming to U.S. ports returns to previous levels, there may not be enough workers to handle their cargo, Lowenstein suggests. Entire ships can sit for a day, a night, a shift, two shifts without being unloaded, he says. The ripple effects of that through our economy, I couldnt even begin to articulate. The ports are responsible for an estimated $2.89 trillion in economic activity, according to a 2024 report by the American Association of Port Authorities, and they support nearly 22 million jobs. For now, many working those jobs are sticking it out, hoping the tariffs uncertainty will settle soon. They’re buoyed by the longshore community, which they describe as both vibrant and close-knitthe type of community that rallies around each other in hard times as well as joyous ones. Its just a huge swath of the American public that all work at the same place, getting to know everybody, Esch says. Were together for decades, so it really is like a family.
Category:
E-Commerce
After weeks (or months) of applying and interviewing for jobs, you finally land the role made for you. Its a moment of celebration and reliefthis feels like the finish line. But what happens if, mere days after starting, you think: Did I just make a huge mistake? Maybe the job description was misleading, maybe the culture feels off, or maybe you just cant shake the sense that you simply made the wrong move. Should you immediately look for the exit? Or is it possible to turn things around and make the role work? Early job regret can be a common experience, but its also one that needs to be handled carefully, both for your career growth and your professional reputation. Identify your feelingsthen take action Before making any big decisions, its important to take a step back and reflect on whats driving your regret. Is it the actual tasks of the role? Is it the company? Is it the people you work with? says Madeline Mann, author and career coach who runs Self Made Millennial, a YouTube channel about career development with over 400,000 subscribers. Pinpointing the source of regret will help you figure out whether the situation is temporary, something that could improve with time, or a much bigger mismatch between you and the job itself. If your new role seems unclear, overwhelming, or if youre unsure how to execute your tasks, it might be time to seek clarity from your manager. Still, even if your manager thinks theyre telling you everything, there are times theyve been in their role for so long they dont necessarily remember what it feels like to be a new employee, Mann explains. Taking initiative to fill those gaps is far more effective than throwing in the towel and thinking, No one told me, Im lost. I give up. If you know what youre struggling with and youre comfortable doing so, make sure you share it with your manager and be as transparent as possible. Tell them what you need; that way, You’re bringing solutions to your manager, versus kind of putting it on them, Mann says. Shifting your perspective to look for the positiveseven small onescan also help you regain a sense of control when you feel regret. Sometimes we get into this victim mindset. But what is good? What is positive? What can you accomplish? explains Mann. Celebrating even minor wins can remind you why you took the job in the first place. That may help you build momentum while you decide whether the role is truly the right fit for you. Patrice Williams-Lindo, CEO of Career Nomad and a career pivot coach, echoes Manns sentiments. If youre regretting your new job, ask yourself, Is it a blip or a collapse? If its just an adjustment, stay and recalibrate, Williams-Lindo says. Now, she adds, If its true misalignment, its time to leave. Staying in misalignment is how you compound career debt. In other words, lingering in the wrong role can make it harder to leave later. When to bail If youve done all the above and still regret it, maybe it’s time to look elsewhere. But if the company itself isnt whats giving you reservations, that doesnt always mean you need to leave the place entirely. I always encourage someone to do their best to try to find a better fit within the organization they’re already at, Mann says. The best way to do that is to send out emails or instant messages when you’re a new hire and say, Hey, I’m new. I just joined. Here’s my job title, and I’m making sure to connect with people in different departments so I can really understand the business and how I can be of service, possibly somewhere down the line, or collaborate with you in some way. Would you be open to talking for 15 minutes? Mann explains. If youve tried to make the role and company work, and it still doesnt feel rightit may truly be time to move on. Mann refers to these situations as oopsie” jobsroles that last less than three months but were intended to be longer. Those oops jobs you can just very easily leave off of your résumé if you’d like, Mann says. Update your LinkedIn and digital footprint so this role looks like part of your evolution, not a mistake, Williams-Lindo says. This might include refreshing your profile, highlighting key accomplishments, and aligning your experience with your broader career narrative. If you choose this route, its best to have a simple and understandable reason for why you left when bringing it up in interviews. If you start complaining about the company, that’s actually actively hurting your candidacy for other jobs, so make your reason for leaving that company as concise and positive as humanly possible, Mann says. A good example would be: When I joined the company, there was a certain role I joined for. Once I joined, the priorities shifted quite a bit to something that was very much outside of my skill set, and so it was a mutual split. It made the most sense that I wouldn’t continue in that role. I even explored other roles in the company, and nothing seemed to fit with my exact skill set at that moment. So that’s why I’m open to new opportunities right now, Mann explains. The key here is not blaming. Instead, you’re just saying things happened and that youre looking elsewhere. To reinforce that forward momentum, Williams-Lindo adds another phrase you could try: I realized where I can create more impact . . .’ and its at the new company youre interviewing with. That frames you as future-focused and resilient, qualities every employer is scanning for, she says. Whether you stay or go, its crucial to be clear on what you truly want moving forward so you can avoid this happening again down the line. Maybe it’s because you didn’t know what you were searching for in the first place, Mann says. She emphasized that clarity is key before making any career move. Dont burn bridges on the way out Leaving a job early always carries the risk of damaging professional relationships. Many people overlook the importance of their final impression at a company. But by working hard until the end, documenting your tasks, and supporting colleagues, you can create goodwill even in a challenging situation, Mann says. If your manager sees that in good faith, you gave it a good try, but it just wasn’t the right fit, I think it can make a huge difference, she says. Of course, not every manager will take the news gracefully. Some may feel blindsided or frustrated, but even when emotions run high, the best thing you can do is stay calm, be transparent about your decision, and focus on leaving solutions, not problems, behind. Whether theyre mad or not, the best thing you can do is document your wins, create clean handoffs, and position your departure as a values-driven choice, Williams-Lindo says. You dont burn bridges by leaving; you burn them by leaving sloppily, she adds.
Category:
E-Commerce
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