Bud was one of the most brilliant people in his organization. Only in his mid-thirties, Bud amazed his senior managers with his ability to grasp problems and develop innovative and effective solutions to those problems. He was highly sought after as a "go-to" guy and would consistently come up with creative approaches. His management decided to give him a thorny project with a team of over 100 professionals. "This is my chance to really prove I can deliver", Bud thought as he willingly accepted the project.
Bud wasted no time in coming up with some great solutions which his management thought were brilliant. Expectations were sky-high and Bud was on a project high. Then the problems started.
As leaders we have a responsibility to ensure that our area is managed effectively and that we are driving the organization to achieve its stated objectives. We also have a responsibility to grow the next generation of leaders to ensure that the great work we've done continues on after we've moved on. Keep some of these nuggets in mind as you ponder making the next generation of leaders great:
Unless you excused yourself for whatever reason you were there for at least fifteen minutes listening to his philosophy. The problem was that Moe was friends with the person managing our contract so we had to put up with him.
A number of years back I was in a meeting with two HR representatives at my company.They were explaining to me how the HR organization wanted to be more “strategic” with its clients and how they wanted to help us with annual resource planning. At the time, our biggest problem was filling open positions with qualified candidates; a number of key positions had been open for months with no qualified candidates in the hiring pipeline. When I asked the HR reps about how they were going to help with this problem, they both told me that they didn’t have time to address the hiring issues because they were tasked with being more “strategic”. Needless to say, the meeting went downhill in a hurry because the HR reps were more interested in fulfilling the HR organization’s “be strategic” mandate than they were in helping me with my real-life problem.
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