August 2006
Intermediate to advanced
224 pages
6h 39m
English
If you’ve hired smart, you want to benefit from your perspicacity for a good long time to come. You won’t profit much from your discernment of potential if you don’t help individual team members and the team as a whole to realize their gifts. At any given moment, your team will probably be made up of what I call racehorses and overreachers. The same team member might fall into each of these categories at different times and several times. As their manager, your obligation is to figure out what’s going on in your team’s careers and in your team’s career and to reconcile the two.
A team member can be so successful, grow so significantly, that he or she obviously needs greater range to ...
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