Remove Career Remove Management Remove Span of Control
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Tips for Navigating Through a Job Transition

Lead Change Blog

The study also found that 26% of new hires fail because they can’t accept feedback, 23% because they’re unable to understand and manage emotions, 17% because they lack the necessary motivation to excel, 15% because they have the wrong temperament for the job, and only 11% because they lack the necessary technical skills. Valley of Despair.

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Leadership and Self-Awareness

N2Growth Blog

I’ve never understood leaders who make heavy investments in personal and professional development early in their careers, who then go on to make only minimal investments in learning once they have reached the C-suite. Control is about power – not leadership. Forget span of control and think span of influence.

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Leadership Lessons from the Navy

Skip Prichard

Captain Mark Brouker, retired US Navy , is a wealth of practical leadership wisdom gained from his military career as well as his experience as a professor, executive coach, and speaker. He was responsible for ten hospitals spanning the West Coast to the Indian Ocean and health care for eight hundred thousand patients.

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Coddled Relatives Can Kill a Family Business

Harvard Business Review

During his entire career, he worked in his father''s span of control, reporting directly to his dad within six years of joining the business. Each of these career steps led to more and more responsibility befitting a rising—not a failing—executive. Managing people' We empathized with Denis.

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Internal Hires Need Orientation Too

Harvard Business Review

Ken and Gail walk to her desk, where she meets her team and manager. By now we know that career development is a primary driver of employee happiness and that promoting employee mobility leads to better cross-functional communication and retention of top performers. This should take place at each stage of an employee’s career.

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The Big Disconnect in Your Talent Strategy and How to Fix It

Harvard Business Review

HR systems emphasize long-term relationships and high performance, with big investments in selection and development, amortized over a long career. The disconnect between HR and Procurement often means either choice is suboptimal on its own, so operating managers circumvent both HR and Procurement.

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Are You Giving Up Power?

Harvard Business Review

Middle managers are worrying if they are still needed. Traditionally, being powerful within an organization has been a function of three aspects of bossness: (a) your title and rank within the hierarchy, (b) your span of control, or how many people you direct, and (c) your budget and/or profit and loss responsibilities.

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