The New Leader’s Guide to Diagnosing The Business  

Oleh:

Gottfredson, Mark ; Schaubert, Steve ; Saenz, Hernan

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 86 no. 2 (Feb. 2008), page 62-73.
Topik: BUSINESS; new leader's; guide; diagnosing; business

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.35 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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How can an incoming leader lay the groundwork for dramatic performance improvement ? From 1999 to 2006, the average tenure of departing chief executive officers in the United States declined from about 10 years to slightly more than eight. Although some CEO s stay a long time, a lot of them find that their stint in the corner office is remarkably brief. In 2006, for instance, about 40 % of CEOs who left their jobs had lasted an average of just 1.8 years, according to the outplacement firm Challenger, Gray & Christmas. Tenure for the lower half of this group was only eight months. Some of these short - timers were simply a poor fit and left of their own accord, but many others were ushered out the door because they appeared unable to improve the business’s performance. Nobody these days gets much time to show what he or she can do.

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