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sexta-feira, 21 de outubro de 2011

Right executive in the "middle" RIGHT


HelloToday I write about an issue that always bothered me a lot. Does the executive is being hired by your company is the right executive? Does he get the same results as the company had earlier? If your company is in the same field with the same criteria, evaluation systems and, probably, yes. But is this a reality? Maybe. We always look for executives, senior company management and supervision or for results obtained in their careers. The companies also evaluate hunter, initially, by this criterion. But there is one point that always forget. With this executive staf which will work? What criteria require subordinates to work harder, better, combined with the new manager? A company does not, alone, with executives and principals. Who does the company are exactly subordinates. They are rules that dictate the position of the executive. Central executive, will be denied. Executive bossy, will be reviled. If it were not so, because the game of musical chairs in those jobs? Being an excellent manager who made independent college, the MBA or carries on business result you get. The levels of meritocracy in the market for senior nowadays increasingly being high and even the long term, can transform the execution of projects in general defeat, if that executive to come from a different culture (and do not speak of the culture of company and yes, the culture of employees).Before, being an executive, had time and knowledge of the company. Today, knowledge has to come from people. If you do not know the people who work next to him, there will be well rewarded with his dedication. Employees must believe, accept, and admire your manager involved. If you do, no matter what way you came, or the branch of the business before. Always, I repeat, always be well accepted and have the best team results.HUNTERS. Before hiring an executive, ask the staf that it will manage what kind of leadership they prefer. I guarantee you will be much more efficient at hiring.Until more

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