MOST ORGANIZATIONS DO A BETTER JOB OF PURCHASING CHAIRS THAN DEVELOPING LEADERS. Think about it: when it comes to furniture, your organization has standards, talks to multiple vendors, analyzes and projects costs, and has a formal bidding and selection process. Is your method of developing leaders, especially newly promoted ones, equally sophisticated? As strange as it may sound, you may be placing more value on ergonomics than on effective leadership. Our front line leaders have the greatest impact on organizational change and performance and their development needs to be a high priority for every company.
KEY QUESTION: How can newly promoted supervisors recognize and utilize the difference in today’s employees?