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Preventing Derailment: What To Do Before It's Too Late
book

Preventing Derailment: What To Do Before It's Too Late

by Michael Lombardo, Robert Eichinger
January 1989
Intermediate to advanced content levelIntermediate to advanced
48 pages
1h 27m
English
Center for Creative Leadership
Content preview from Preventing Derailment: What To Do Before It's Too Late

Derailment: The Organizational Face

Managers often derail themselves. In addition, they need to look over their shoulders since organizations derail them as well with the following formal or de facto “developmental” processes and beliefs:

1.  Defining development largely as educational experiences and job rotations when this is only 8% of what executives mention (Lindsey et al., 1987).

2.  Moving people so fast they never really finish a job. Like one executive said, “I’ve always had time to fix it but not to have my mistakes catch up with me. I imagine someday they will.” Conversely, some organizations move people so slowly that they master the job and begin to get very bored. (See Gabarro, 1987, for a discussion of time in job.)

3.  Considering ...

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Publisher Resources

ISBN: 9780912879369