By Kaiser, Kevin; Pich, Michael T.; Schecter, I. J
Make the flow as much as senior administration with classes from world-renowned enterprise institution experts
Based on issues from INSEAD's renowned Transition to basic administration programme, authors Kevin Kaiser, Michael Pich, and I.J. Schecter provide sound recommendation and useful insights for these seeking to movement to senior common administration roles. through following the tales of 3 managers making the transition to common administration, Becoming A most sensible Manager highlights not just the main an important elements of changing into a profitable common supervisor, but additionally the mandatory attitude alterations required—both on a private level—that will eventually translate into ongoing success.
- Provides sensible insights, readability and self belief for these trying to flow into senior common administration roles
- Written by means of a well known and skilled overseas writer team
- Outlines key talents and govt instruments wanted for the transition
- Online assets additionally on hand at www.wiley.com/go/topmanager
Read or Download Becoming a top manager : tools and lessons in transitioning to general management PDF
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Additional resources for Becoming a top manager : tools and lessons in transitioning to general management
But I think you might have felt a little uncomfortable today. Is that accurate? Yes. I felt my opinion of the investment opportunity was in the minority. It was. Listen, I want to help you understand something. I was Marketing Director before you and then, like you, GM EMEA. My first meeting with the executive team was similar. There was a 36 HUGO: DINO: HUGO: DINO: HUGO: DINO: HUGO: DINO: HUGO: DINO: HUGO: DINO: HUGO: DINO: BECOMING A TOP MANAGER new investment tabled – we were considering acquiring a small toy company out of London.
This can mean many different things, from acquiring new knowledge to learning new methods to assuming new perspectives. And, as different members of the group told us in different ways, none of it is easy. Here are the themes that came through from our participants’ thoughts, including some illustrative comments. 38 BECOMING A TOP MANAGER 1. Force yourself outside your comfort zone. Leave what you know behind. ’ 2. Listen to, and learn from, others. ’ ‘Listen and listen again to others. ’ ‘Key success factor for me to change was to always ask feedback from my team before an important exec meeting.
Have you ever argued for or against a diversification strategy? What position did you take? How was it received? 2. Have you ever been in a discussion where you felt your colleagues or bosses were adopting a short-term view to the potential disadvantage of the company? Did you say anything? 3. Have you ever had a different view than your immediate supervisor on an important topic? Did you make your opinion known? How was it received and what was the outcome? Comments We Got The user community provided numerous anecdotes describing sensitive situations they’ve encountered just like the one faced by Freddy – whether it was to argue for or against diversification, debate short-term wins versus long-term gain, or take on their boss when they thought he or she wasn’t necessarily seeing things clearly.