4 Self-Leadership in Action
YOUARE DEEPLY SETTLED into the conference room chair as you listen to Bart, the new division general manager (and your boss). This is the first meeting between Bart and his staff, and he is outlining some of his philosophy and ideas about how he expects the division to be managed. You are new yourself, having assumed the position of department manager only two weeks ago.
Both you and Bart have been brought into the division as part of an attempt to salvage an organization that has been in the red for the last three years. You haven’t worked for Bart before, but you hear through the grapevine that he has a record as a top-notch performer.
“One of the most important attributes by which I judge managers,“ says Bart,” ...