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Forbes
09-07-2025
- Business
- Forbes
The Superhero Syndrome: Avoiding The Trap Of Over-Dependence
Contemporary art collage of man and woman, employee looking on their superhero shadow symbolizing ... More success. Concept of development, career growth, prediction, motivation, strategy, ad Every organization has its superheroes. The legendary problem-solvers. The closers. The high-performers who don't just meet the goal. They rewrite the rules. These are the executives who rescue failed launches, walk into boardrooms with presence and deliver quarter after quarter under pressure. Their achievements become lore. Their instincts, unquestioned. Their style, mimicked. And often, they become the center of gravity around which strategy, culture and confidence orbit. Short of leaping buildings in a single bound, they have achieved heroics no one else have. Until they leave. And suddenly, what looked like strength reveals itself as fragility. What felt like vision turns out to be tunnel vision. Strategy narrows. Risk tolerance drops. And the successor, if there even is one, stands in the shadow of a giant. Expected to deliver the same heroic feats in half the time with none of the playbook. This is the trap of the superhero syndrome aka savior or hero complex. And it has quietly become one of the biggest threats to leadership continuity today. The Codependency Of Excellence It's easy to see how organizations get here. Someone performs well, takes on more, delivers again. Over time, the system starts bending around them. They're handed the biggest projects. Given the most trust. Their way of thinking starts to shape how decisions are made. What used to be a team effort becomes centered on one person's rhythm. Eventually, that rhythm becomes the blueprint. And the organization stops asking what kind of leadership it might need later. That's when succession begins to thin out. In a Gallup study of large-company CHROs, only 3% strongly agreed that their organization is excellent at identifying and selecting the right people for manager roles. And even when the next names are picked, the development that follows is often shallow. Only 22% of employees say their performance is managed in a way that motivates them to do outstanding work. The system may know who to watch, but not how to grow them. Still, the pattern continues. The top performer becomes the model. The model becomes the mold. Eventually, the mold becomes myth. Many superstar leaders don't delegate. Not because they won't, but because the message they've heard is clear: no one else quite measures up. They've been counted on to fix what breaks, carry what slips, hold what's fragile. And so the organization keeps leaning on them. Over time, their excellence turns into orbit. Everything begins to revolve around what they know how to do. Even when the future might need something else entirely. To new adventures! A young, beautiful girl, pretending she is a superwoman, and flying in a classic ... More superman pose, but with superman red cloak, that is flattering on the wind. Relying on top talent isn't the problem. Every organization needs anchors. People who raise the bar, step in under pressure, and deliver when it counts. Prioritizing their growth, visibility, and opportunity often keeps performance steady during change. But when that reliance turns into dependency, the system narrows. The leader becomes the plan. And readiness elsewhere begins to fade. Great organizations still bet on their best. But they also invest in building capacity beyond them. Strength at the top should expand the bench, not become the whole game. What Happens When The Cape Comes Off? Here's where the risk sharpens. If succession planning is thin, or built to clone the last great hero, the organization scrambles when that leader exits. The next in line might be capable but untested. They don't inherit just a role. They inherit a legacy. And they are expected to perform at full strength, with less time and no infrastructure. That's not just a leadership risk. It's a strategic one. If your strategy is anchored in one person's way of thinking, it cannot stretch to meet what the future demands. Succession is not about casting the next hero. It's about preparing someone to lead in a different world. The Batman–Robin Principle So how do you prepare future leaders for realities they haven't yet faced? Think Batman and Robin. Not as comic relief, but as a method. A model built on mentorship, shared weight and stretch. Robin doesn't show up ready. He becomes ready. Not by copying Batman, but by walking beside him, enduring his own trials, and eventually crafting his own way. Holy succession plan, Batman! But really—this model is more relevant than it gets credit for. Here are five moves that reflect that approach. Not just belief in potential or skill but belief in self. Help future leaders understand how their strengths show up under pressure. Confidence grows when someone sees their reflection in challenge and knows what it means. This is not performance coaching. It is identity work. Simulations help. But the real proving ground is lived complexity. Invite them into disruption. Give them the weight of real decisions. Not as observers. As actors. Imagine handing a rising leader full accountability for an underperforming business unit. Their only support is a trusted mentor on call, not on standby. No parachute. Just pressure, feedback and the space to figure it out. Not every move will be right. That's the point. The fire teaches what frameworks can't. Every superhero has their gear. In leadership, tools look different. For some, it's clarity. For others, it's autonomy, a sounding board or a signal that they have permission to shape the outcome. Don't guess. Ask. Watch what fuels them and what stalls them. The right tool depends on the mission. Heroics can be isolating. Don't let excellence go unnamed. When someone steps up, be specific. What did they do? How did it help? What does it signal about their capacity? General praise does not build readiness. Clear recognition does. Even the most seasoned leader needs a guide. Not someone who cheers them on but someone who names what others won't. The mentor who knows when to push and when to pause. Coaching is not a check-in. It is a commitment. The superhero hurries forward. A young man in a suit with a red cape, superman. The concept of a ... More successful and effective businessman Beyond One Universe Overreliance on top talent may feel safe. But it creates fragility. A single leader may have shaped your present, but they cannot shape every version of the future. What succession requires is not just a person. It requires a system that prepares more than one type of leader. People who don't just mimic the past but are ready to navigate what's next. This is when succession moves from replacement to readiness. From filling a seat to equipping someone to face what they've never faced before. Comic book legend Stan Lee once said, 'The world always needs heroes, whether they're superheroes or not.' The leaders of tomorrow may not wear capes. But they will carry weight. And if we've done our part, they will carry it in their own way. With clarity. With courage. With conviction. Excelsior!
Bloomberg
08-07-2025
- Business
- Bloomberg
Banking's Newest CEO Plots a Comeback for Most Unloved Stock
By and Max Abelson Save Gunjan Kedia wondered why her interviewer was asking for her feelings about penguins. She'd just arrived from New Delhi to Pittsburgh for business school and hadn't yet learned the name of her new city's beloved ice hockey team. It didn't take long for her to get the lay of the land and begin rising through the finance industry. Decades later, she's at the top of it.
Globe and Mail
02-07-2025
- Business
- Globe and Mail
Jobs That Reach $50K Fastest: OysterLink Reveals Hospitality Roles with Rapid Salary Growth
Miami, Florida--(Newsfile Corp. - July 2, 2025) - While many hospitality roles start below the $50,000 mark, new data from OysterLink reveals which jobs are most likely to help workers reach that threshold the fastest—often within just two to four years. OysterLink To view an enhanced version of this graphic, please visit: The report is based on career growth data published on the OysterLink platform, which highlights starting salaries and expected earnings across key restaurant and hotel roles. Positions like Sommelier, Sous Chef, and Front Office Manager not only start strong but also show consistent upward mobility in pay. "We're seeing more hospitality professionals prioritizing roles with faster financial growth," said Milos Eric, General Manager at OysterLink. "Many frontline positions now offer clear salary advancement within a few years." Key Findings from OysterLink's Career Data: Sommelier – Starts at $48K, with earnings reaching $65K–$80K in 2–4 years. Sous Chef – Starts at $45K, with salary growth up to $60K–$70K. Front Office Manager – Starts at $42K + tips, with projected earnings of $58K+. Bartender – Starts at $30K + tips, with potential to earn $52K–$60K. Event Coordinator – Starts at $38K, with expected earnings of $55K–$65K. Line Cook – Starts at $34K, with growth to $50K+ in under four years. While entry-level hospitality roles often start below the national average, these career tracks show that strong pay progression is possible without switching industries—or even leaving the kitchen or dining floor. The release is part of OysterLink's ongoing mission to bring transparency to hospitality careers. By spotlighting real salary data and growth timelines, OysterLink empowers workers to plan their futures with more clarity and confidence. About OysterLink OysterLink is a job platform and career resource built for the hospitality industry. With over 400,000 monthly visitors, it connects professionals and employers across the U.S., offering job listings, salary insights, and growth-focused content tailored to restaurant and hotel roles.
Yahoo
01-07-2025
- Business
- Yahoo
N‑able Recognized for Extraordinary Career Development, Outstanding Leadership, and Inspiring Workplace Culture
Company earns two Comparably awards and is named a 2025 Inspiring Workplace in North America BURLINGTON, Mass., July 01, 2025--(BUSINESS WIRE)--N-able, Inc. (NYSE: NABL), a global software company delivering a unified cyber resiliency platform, has been recognized with three new accolades that highlight its commitment to building an environment where employees thrive: Best Companies for Career Growth (4-time winner) and Best Leadership Teams by Comparably 2025 Inspiring Workplace in North America by Inspiring Workplaces Group "We strive to ensure N-able is a place where people can grow their careers alongside a strong Leadership Team who champions them every step of the way," said Kathleen Pai, Chief People Officer at N‑able. "As a leading cybersecurity company, creating an environment where everyone can flourish and be fully engaged in our mission is truly a testament to the strength of our extraordinary culture." Comparably's annual list of Best Companies for Career Growth recognizes the top-rated companies for professional development opportunities, according to anonymous employee ratings over the past year. Additionally, the Best Leadership Teams list honors the highest-rated executive management teams, as determined by employee sentiment ratings gathered anonymously during the same period. Adding to the Comparably achievement, N‑able was also named an official 2025 Inspiring Workplace in North America, a recognition that celebrates organizations that excel in culture, leadership, well-being, inclusion, and employee experience. Inspiring Workplaces shines a light on those driving real, positive change – offering hope, inspiration, and a blueprint for others who aspire to build workplaces where people can truly be themselves and perform at their best. These honors continue a strong reputation of workplace recognition for N‑able, following three Q1 Comparably awards for Best Company Outlook, Best Company for Women, and Best Company for Diversity. To explore career opportunities at N‑able and learn more about its people-first culture, visit the N‑able Careers page. About N-able At N‑able, our mission is to protect businesses against evolving cyberthreats with a unified cyber resiliency platform to manage, secure, and recover. Our scalable technology infrastructure includes AI-powered capabilities, market-leading third-party integrations, and the flexibility to employ technologies of choice—to transform workflows and deliver critical security outcomes. Our partner-first approach combines our products with experts, training, and peer-led events that empower our customers to be secure, resilient, and successful. About Comparably Comparably (now a ZoomInfo company) is a leading workplace culture and corporate brand reputation platform with over 20 million anonymous employee ratings on 70,000 companies. With the most comprehensive data on large and SMB organizations in nearly 20 different workplace categories – based on gender, ethnicity, age, experience, industry, location, education – it is one of the most used SaaS platforms for employer branding and a trusted third party site for workplace culture and compensation. For more information on Comparably and its annual Best Places to Work Awards, visit About The Inspiring Workplaces Group – Change The World Inspiring Workplaces is headquartered in the UK and operates in North America, Europe, Middle East, Africa, Latin America, Asia and Australasia. Inspiring Workplaces™ believes in recognizing and helping to shape the forward-thinking organizations of the future that put their people first. By shedding light on these innovative workplaces, Inspiring Workplaces helps to encourage positive change by providing a source of inspiration and education for others who seek it. © 2025 N-able Solutions ULC and N-able Technologies Ltd. All rights reserved. The N-able trademarks, service marks, and logos are the exclusive property of N-able Solutions ULC and N-able Technologies Ltd. All other trademarks are the property of their respective owners. Category: Award View source version on Contacts Mary Katherine Revels Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Fast Company
27-06-2025
- Business
- Fast Company
How to get the growth opportunities you want at work
BY Research tells us that high performers thrive on challenges. Stretch projects help ambitious teammates grow their skills, and cross-team initiatives offer greater visibility. Yet, managers are overwhelmed, often unable to curate the bespoke growth opportunities their teams desire. As a result, 'seeking career growth opportunities' has become the number-one reason people change jobs, according to one survey by Gallup. If you want more out of your job, you're not alone. The good news is that opportunity is possible without plunging into a challenging job market. But it's on you to do the heavy lifting. Instead of waiting for growth opportunities to be served up, start creating them yourself. Here are three tips to get started. Define What a Growth Opportunity Looks Like for You The more specific you can be with the type of opportunity you desire, the more likely you are to get it. It's often helpful to work backward, first identifying the outcome you seek from a growth opportunity, and then considering the viable paths to that outcome. Do you want to improve your technical skills to ensure you stay competitive? Are you focused on elevating your human skills, like leadership and communication? Is your aim to expand your visibility in the organization and develop a stronger network? When you're clear about the endgame, you're better able to identify growth opportunities that align with your desired outcome. You're also more confident in saying no to opportunities that don't sync up. Spell Out the Specifics for Your Manager Most leaders are eager to support your professional development, but they don't have the bandwidth to curate a list of just-stretch-enough options for you. Do the heavy lifting—and make it easy for them to nod along. When you make a request to your boss for organizational resources, a financial investment, or just the agreement that you can prioritize a developmental opportunity, it's on you to spell it out. What's the opportunity? Why are you asking? What do you need from your boss? Take a look at the differences between these two requests. Example B: I've shared with you my desire to move into a managerial role in the next two years. To ensure I'm ready, I'm making a proactive effort to develop my leadership skills. There's a one-day conference next month specifically for leaders in our industry, called X. I would like to attend this conference to elevate my skills, network with like-minded aspiring leaders, and gain insights from other organizations in our space. The cost of attendance is Y, and I'd be out of the office for a full day. I've reviewed the agenda and identified the sessions that I believe will be the most relevant to the future of our organization. Can we discuss this at my one-on-one this week? Example A is cordial and valid. Example B is strategic and ambitious. Connecting your goals to what the business needs adds urgency and validity to your request. Even with a well-crafted request, the answer might be 'no,' especially if your request involves a significant investment of organizational time or money. In that event, don't walk away defeated. Reiterate the growth you'd like to achieve and why, and ask for suggestions or alternative options. Give them time to think, be open to the paths they suggest, and know that often they'll end up saying yes to the original request if you continue to bring it up. Cast a Wide Net Frontline leaders are often stretched thin, managing large teams and their own mountain of deliverables. When your team is under pressure, your personal growth will not be top of mind for your (likely well-intended) leader. To safeguard your career trajectory, cast a wide net for growth opportunities, tapping into HR, other senior leaders, and organizations outside your own. For example, if you heard a senior leader talk about an interesting project at a town hall, reach out and offer to help. If you admire the work someone else did on a particular initiative, ask how you can be a part of the next round. You know your leader, your organization's culture, and the line between 'self-starter' and 'blatant disregard for the chain of command.' If needed, run your reach-outs by your boss first. In some roles, growth opportunities are truly few and far between. Look beyond your organization to challenge your brain: volunteering, industry events, and even hobby-based pursuits will wake up your mind and put you back in the driver's seat. Waiting for a senior leader to tap you on the shoulder and dub you ready for growth opportunities can cost you years of momentum. The power is in your hands to create the opportunities you want in the job you already have.
