We see it time and time again: good employees that are technically proficient getting promoted to positions of leadership (lead, supervisor, manager) with little to no expertise in human interaction and team dynamics. As a result, many organizations fail to realize the full potential of their human capital and they spin in a cycle of oppressive, self-sealing patterns of behaviors that frustrate employees and management alike.
In fact, the biggest obstacle to growing leadership talent is found in organizations in which most if not all of management “came from…
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