Mark, a 10-year veteran of the phar

Mark, a 10-year veteran of the pharmaceutical research and development world with a doctorate in statistics, was the obvious choice to lead the data
-management group of a global healthcare corporation when the director suddenly departed. Having managed a small team of bio-statisticians successfully over three years, promoting him to director seemed like a no-brainer. Yet within six months, he had managed to alienate just about everyone.
As a team leader, he had proven himself effective – delivering results, improving processes and directing junior staff. So why, when given the chance to manage a larger, more diverse group of top performers, would he flame out so spectacularly?
The answer was simple: Mark was bossy.
By the time a coach was brought in, there was an alarming downward trajectory of morale and productivity.
As Mark painfully discovered, trying to run a seasoned, highly-skilled group with the traditional type-A, command-and-control style is doomed to fail. Today’s knowledge workers demand what leadership experts call a “post-heroic leader”: one who is emotionally and intellectually agile, able to modulate their style as needed from authoritative to collaborative – and back again – in order to optimise team performance.
Post-heroic leaders recognise that the key to success is not adhering to hierarchy or position power, but mastering a complex set of seemingly contradictory organisational dynamics – autonomy and shared decision-making, individuality and teamwork.
Mark’s situation called for a change in mindset about what it means to be a good manager. To help him, Mark’s coach refocused the same deep desire to excel that had made him a great statistician on adjusting his style and provided a framework for change, suggesting several shifts that Mark must undertake:
– From self-awareness to social awareness. This shift occurs when a manager realises that effective leadership calls for more than just knowing one’s own strengths and weaknesses. Social awareness calls for a heightened sensitivity to how one’s behaviour, in words and deeds, impacts others.

Kết quả (Anh) 1:

Mark, a 10-year veteran of the pharmaceutical research and development world with a doctorate in statistics, was the obvious choice to lead the data-management group of a global healthcare corporation when the director suddenly departed. Having managed a small team of bio-statisticians successfully over three years, promoting him to director seemed like a no-brainer. Yet within six months, he had managed to alienate just about everyone.As a team leader, he had proven himself effective – delivering results, improving processes and directing junior staff. So why, when given the chance to manage a larger, more diverse group of top performers, would he flame out so spectacularly?The answer was simple: Mark was bossy.By the time a coach was brought in, there was an alarming downward trajectory of morale and productivity.As Mark painfully discovered, trying to run a seasoned, highly-skilled group with the traditional type-A, command-and-control style is doomed to fail. Today's knowledge workers demand what leadership experts call a "post-heroic leader": one who is emotionally and intellectually agile, able to modulate their style as needed from authoritative to collaborative-and back again-in order to optimise team performance.Post-heroic leaders recognise that the key to success is not adhering to hierarchy or position of power, but mastering a complex set of seemingly contradictory organisational dynamics-autonomy and shared decision-making, individuality and teamwork.Mark's situation called for a change in mindset about what it means to be a good manager. To help him, Mark's coach refocused the same deep desire to excel that had made him a great statistician on adjusting his style and provided a framework for change, suggesting several shifts that Mark must undertake:-From self-awareness to social awareness. This shift occurs when a manager realises that effective leadership calls for more than just knowing one's own strengths and weaknesses. Social awareness calls for a heightened sensitivity to how one's behaviour, in words and deeds, impacts others.

Kết quả (Anh) 2:

Mark, a 10-year veteran of the pharmaceutical research and development with a doctorate in statistics world, was the Obvious choice to lead the data
-management of a global healthcare group corporation khi director suddenly departed. Having managed a small team of bio-statisticians over three years successfully, promoting the director photographing Seemed like a big no-brainer. Yet six months trong, Had he managed to just about everyone Alienate.
As a team leader, he Had Proven effective Himself - Delivering results, Improving processes and directing junior staff. Compared why, given the chance to manage khi a larger, more DIVERSE group of top performers, he would flame out spectacularly over?
The answer was simple: Mark was bossy.
By the time a coach was Brought in, there was an alarming downward trajectory morale and productivity of.
As Mark painfully Discovered, trying to tremble a seasoned, highly-skilled group with the traditional type-A, command-and-control style is doomed to fail. Today's knowledge workers demand what leadership experts call a "post-heroic leader": one who is emotionally and intellectually agile, thể modulate có style as needed from authoritative to Collaborative - and back again - in order to optimize team performance.
Post-Heroic Leaders recognise là key to success is not adhering to hierarchy or position power, but mastering a complex set of seemingly contradictory organisational dynamics - autonomy and shared Decision-making, individuality and teamwork.
Mark's situation gọi for a change in Mindset about what it means again to be a good manager. To help him, Mark's coach refocused the same deep desire to excel có Had Made Him a great statistician on adjusting his style and given below: a framework for change, suggesting vài shifts có Mark phải undertake:
- From social self-MRE to MRE. This shift Occurs khi có realizes manager calls for more effective leadership Knowing one's own coal just Strengths and Weaknesses. Social calls for a heightened sensitivity MRE to how one's behavior, in words and Deeds, Impacts others.