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The High Impact Middle Manager by Lisa Haneberg

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Chapter 4

The Reality Check: Measuring Current Performance

Until his last day of work, Tom would have said that his performance was meeting the expectations of his manager. Unfortunately, he was dead wrong. Tom was a poor manager, and his boss felt that Tom and his team did not produce satisfactory work. Tom was not an effective communicator, and others felt he was untrustworthy. His manager had asked for changes that he neither implemented nor delegated to his team—even though he had told his manager he would. Several conversations occurred between Tom and his manager, but Tom was never able to grasp where things stood or how his manager viewed his performance.

When people in the home office spoke about Tom's colleague, Ron, their eyes would ...

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