Implicitly or openly in these stories, the workers are treated as open people waiting just for the boss to offer a station that was productive to their inborn energies. But when a supervisor stumbles, it may be as a direct consequence of actions taken by workers who have sabotaged their actions. Leaders must: 1. to keep this from happening. Comprehend the situation they are walking into. Leaders should know how they will likely be perceived and what their forerunner was like. 2. Invest. 3. New leaders frequently overestimate the extent to which great character and their good motives will shine through. Exhibiting one's "real self " will not mean " being natural. Rather, it requires managers to capture opportunities that are everyday to demonstrate they are supportive, trustworthy and fair. 4. Intervene early. New managers should take action if there's a problem. Letting things fester simply postpones the inevitable.
Setting You Up to Fail case study solution
PUBLICATION DATE: July 01, 2009 PRODUCT #: SMR325-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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