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    nd some who retained their values and personality, I was surprised to observe that many people in such positions seemed to bel
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    In my career I have frequently noticed that persons who move into positions of power and authority, whether in the business or political world, change, and seldom for the better. When I was promoted to an executive level position years ago, my sister-in-law, who belonged to a strong union all of her career, told my wife that once I was a vice president I would become an unethical creep. I argued that she was biased and that you could keep your perspective and ethics in any position. While I did find some who retained their values and personality, I was surprised to observe that many people in such positions seemed to beli
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    political world, change, and seldom for the better. When I was promoted to an executive level position years ago, my sister-in-law, who belonged to a strong union all of her career, told my wife that once I was a vice president I would become an unethical creep. I argued that she was biased and that you could keep your perspective and ethics in any position. While I did find some who retained their values and personality, I was surprised to observe that many people in such positions seemed to bel
    How to Brand Yourself for Career Advancement
    Getting from one level to the next in your career can be a tough climb. In all my years as a recruiter, I found that the number one reason professionals fail to advance is that they don't realize their worth -- or how to capitalize on it.in-law, who belonged to a strong union all of her career, told my wife that once I was a vice president I would become an unethical creep. I argued that she was biased and that you could keep your perspective and ethics in any position. While I did find some who retained their values and personality, I was surprised to observe that many people in such positions seemed to bel
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    ical creep. I argued that she was biased and that you could keep your perspective and ethics in any position. While I did find some who retained their values and personality, I was surprised to observe that many people in such positions seemed to bel
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    nd some who retained their values and personality, I was surprised to observe that many people in such positions seemed to believe that the position required them to become confrontational, bullying, rationalizing jerks. They interpreted pressures to grow and be productive to mean they must be more cold, authoritarian, absolute and sometimes downright arrogant.

    Lisa Takeuchi Cullen, in her column in the April 2 issue of Time magazine, implied that there is room for the jerk, the bully, in the workplace, that the success of some explosive personalities such as Steve Jobs can be at least somewhat attributed to their jer

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