It is hard to pick up a magazine and managing large we not excluding it, and find a few articles outlining in excruciating detail, where the leader went wrong in each case. Implicitly or explicitly in these stories, the employees are considered as susceptible persons were only waiting for the boss to offer a productive channel for their internal energy. But when the boss stumbles, it may be a direct result of actions taken by employees who sabotaged their actions. To avoid this, leaders must: 1. To understand the situation they are going to. Managers must know how they are perceived and how their predecessor was. 2. Investments in early subordinates. New bosses need to spend a lot of time one-on-one with employees for three reasons: to understand them, get to know them and establish rapport. 3. Be alert to your own behavior. New managers often overestimate the extent to which their good intentions and good character will shine through. Demonstration of his "true self" does not mean "be natural." Rather, it requires managers to capture the everyday opportunities to demonstrate that they are trustworthy and fair support. 4. Early intervention. New bosses need to take action if there is a problem. Letting things fester only postpones the inevitable. "Hide
by Jean-Louis Barsoux, Jean-Francois Manzoni Source: MIT Sloan Management Review 9 pages. Publication Date: July 1, 2009. Prod. #: SMR325-PDF-ENG
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