Book description
Many new managers rely too heavily on the technical or problem-solving strengths that have propelled them upward and fail to understand that new skills are required to continue to be effective as managers. The problem arises for both individual and organizational reasons and results in many managers failing to make the transitions required to deal with the increasing complexity they face. When this happens, many managers whose careers have been full of promise stumble and derail. This title will assist managers in the pursuit to continue to be successful leaders in their organizations.
Table of contents
- Cover
- Title Page
- Copyright
- Table of Contents
- How to Use Preventing Derailment
- Introduction
- How Executives Develop
- Those Who Derail
- The Process of Derailment
- Derailment: The Individual Face
- Michelle
- Developing Michelle
- But What About Sexism?
- Derailment: The Organizational Face
- Feedback on an Effectiveness and Derailment Profile
- Increasing Variety of Experience for Managers
- Becoming an Active Learner
- Conclusion
- References
- Appendix
Product information
- Title: Preventing Derailment: What To Do Before It's Too Late
- Author(s):
- Release date: January 1989
- Publisher(s): Center for Creative Leadership
- ISBN: 9781604917284
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