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- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Setting You Up to Fail?
內容大綱
This is an MIT Sloan Management Review article. It's hard to pick up a major management magazine -and we're not excluding this one -and not find several articles outlining in painful detail where a leader went wrong in a particular case. Implicitly or explicitly in these stories, the employees are treated as receptive individuals waiting only for the boss to offer a productive channel to their intrinsic energies. But when a boss stumbles, it may be as a direct result of actions taken by employees who have sabotaged their actions. To keep this from happening, leaders must: 1. Understand the situation they are walking into. Leaders need to know how they are likely to be perceived and what their predecessor was like. 2. Invest early in subordinates. New bosses need to spend significant time one-on-one with employees for three reasons: to understand them; to get to know them; and to establish a rapport. 3. Be mindful of their own behavior. New leaders often overestimate the extent to which their good intentions and good character will shine through. Demonstrating one's "authentic self " does not mean "being natural." Rather, it requires managers to seize everyday opportunities to demonstrate that they are trustworthy, supportive and fair. 4. Intervene early. New bosses need to take action if there is a problem. Letting things fester only postpones the inevitable.