https://hbr.org/2018/04/why-the-most-productive-people-dont-always-make-the-best-managers

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When a company needs a supervisor for a team, senior leaders often anoint the team’s most productive performer. Some of these stars succeed in their new role as manager; many others do not. The difference seems to hinge on whether the person has six abilities: being open to feedback and personal change, supporting others’ development, being open to innovation, communicating well, having good interpersonal skills, and supporting organizational changes. The problem for most organizations is that they hope their new managers will develop these skills after being promoted, but that’s exactly when overwhelmed new managers tend to fall back on their individual contributor skill sets. Inst... Full story

18 April

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