Specialist ends up becoming a department head without any preparation at all. Here is Lyosha, here is the department, e u$’ as you wish further. Typical situation. Thus, there are fewer and fewer good specialists in the industry and more and more bad leaders. A mill of ruthless extermination of personnel. In general, I read an interesting theory that explains why there are so many incompetent people in high positions. A specialist climbs the career ladder to the maximum level of his incompetence. That is, while he is doing well, he is promoted. When he ceases to be such a fine fellow as before (competence in work is minimal), he remains in this place, because he was previously appointed to this position.
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The three key challenges facing the new RO are: . Delegation . Supervising . Training I want to talk about the third point. I divide learning into vertical and horizontal. A typical desire of a new RO to engage in vertical learning. After all, you are the smartest, most competent and obviously you can teach Greece Phone Number List the department all sorts of things. Crappy option. While you were a specialist, you did everything with your hands and your expertise was high. It will gradually decrease. Imperceptibly, with every system update, with every cabinet change. And you will no longer be able to teach people further, the maximum to which you can reach the department (hardly), your previous level.
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At the same time, specialists are constantly gaining competencies and experience on new projects. Learn, develop. Therefore, it is necessary to let them share their experience. One of the AFB Directory biggest problems is the localization of competencies in a specialist. As long as he works in your department and does projects, everything is fine. But he can quit. And he does not pass on his knowledge to other employees. It turns out that the department seems to have experience, but it is extremely fragmented and is concentrated not in the department, but in each individual employee.
