The Young and The Clueless  

Oleh:

Kram, Kathy E. ; Bunker, Kerry A. ; Ting, Sharon

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. 80 no. 12 (2002), page 80-87.
Topik: YOUNG ADULT; coaching; employee development; employee problems; human resources management; management of professionals; managerial selection; managerial skills; performance appraisals

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.19 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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It's natural to promote your best and brightest, especially when you think they may leave for greener pastures if you don't continually offer them new challenges and rewards. But promoting smart, ambitious young managers too quickly often robs them of the chance to develop the emotional competencies that come with time and experience - the ability to negotiate with peers, regulate emotions in times of crisis, and win support for change. Indeed, at some point in a manager's career - usually at the vice - president level - raw talent and ambition become less important than the ability to influence and persuade, and that's the point at which the emotionally immature manager will lose his effectiveness. This article argues that delaying a promotion can sometimes be the best thing a senior executive can do for a junior manager. The authors recommend that senior executives employ these strategies to help boost their proteges' people skills : sharpen the 360 - degree feedback process, give managers cross - functional assignments to improve their negotiation skills, make the development of emotional competencies mandatory, make emotional competencies a performance measure, and encourage managers to develop informal learning partnerships with peers and mentors.

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