By Michael M Lombardo
Many new managers depend too seriously at the technical or problem-solving strengths that experience propelled them upward and fail to appreciate that new talents are required to remain potent as managers. the matter arises for either person and organizational purposes and ends up in many managers failing to make the transitions required to accommodate the expanding complexity they face. while this occurs, many managers whose careers were jam-packed with promise stumble and derail. This name will help managers within the pursuit to stay profitable leaders of their corporations.
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Additional resources for Preventing Derailment: What to Do Before It's Too Late (Technical Report Series ; No. 138g)
Reading materials are also useful to combat naiveté. John Kotter in The Leadership Factor (1988) discusses how to develop managers more intelligently; Jack Gabarro in The Dynamics of Taking Charge (1987) details how to transition to a new job and all the mistakes managers are likely to make. Jim Kouzes and Barry Posner in The Leadership Challenge (1987) offer specific advice around how to behave in numerous management situations. Barbara Kovach follows 17 high-potential managers through success and derailment in Survival on the Fast Track (1988).
A summary and interpretation of the values-oriented events, Values in Action: The Meaning of Executive Vignettes (Lombardo, 1986); a description and interpretation of other research into development experiences for managers, Developmental Experiences in Managerial Work (McCauley, 1986); an inventory measuring executive lessons, derailment factors, and challenging jobs, Benchmarks® (Lombardo and McCauley, 1988b); and a technical article describing the development of Benchmarks®, “Diagnosing Management Development Needs: An Instrument Based on How Managers Develop” (Journal of Management, forthcoming) by McCauley, Lombardo, and Claire Usher have been published.
Although they learn rapidly when confronted with technical challenges, they use the same management behaviors over and over. They know one way to build a team or use one or two motivational tactics. In brief, they are poor at making transitions. They apply old skills to new situations without asking “What’s different here? What challenges do I face that require me to learn to do something differently? Must I learn to be strategic? To let go? To motivate a disgruntled staff? ” While we might assume that any competent manager would automatically learn to behave differently, new learning is threatening.