Helping People Grow in Their Careers
Key Topics Covered in This Chapter
SOME MANAGERS ARE not very good at developing the capabilities of their subordinates. Either they don’t think of development as part of their job, or they forget about it in the crush of ongoing business. In both cases, they miss opportunities to build the productive assets of the human resources at their command—a major oversight. Since the job of managers is to produce results through people, doesn’t it make sense to increase the productive capabilities of employees? Consider this example:
Julia does a good job, but her capabilities are ...