By John J. Gabarro
Analyzes seventeen winning and unsuccessful managerial transitions, describes the 5 phases in learning a brand new place, and discusses the results for profession making plans.
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Extra resources for The dynamics of taking charge
Sample text
By Ferguson's twenty-sixth month, the reorganization was fully shaken down and the division had finished a profitable year. Ferguson and his top management group then spent the next six months developing a new strategic plan. " No major changes were made during the next ten months, and the division was among the most profitable in the corporation. Ferguson was now actively identifying potential successors. Learning and Action Stages Although these cases differ in many respects, Ferguson and Kane and the other managers studied went through a similar process of learning and action-taking.
You have to learn about the people and their capabilities awfully fast and that's the trickiest thing to do. At first you're afraid to do anything for fear of upsetting the apple cart. The problem is you have to keep the business running while you learn about it. These remarks are excerpted from an interview with a newly appointed division general manager who was eighteen months into his new assignment. I chose his comments to begin this book because they capture the flavor of the work: the challenge, uncertainty, and excitement that many managers feel when they take charge of a new assignment.
Interviews also showed that during the Immersion stage the new manager questioned more sharply whether he had the right people in place. Typically, obvious competence problems had been treated in the Taking-Hold stage, but now the questions became more subtle. As will be discussed in chapter 4, the new manager began to know many key subordinates and their strengths and limitations better during the Immersion stage than had been possible in the Taking-Hold stage. Page 28 Similarly, if in the Taking-Hold stage the manager had developed some notions of changes that needed to be made but that he felt uncertain about implementing, he typically explored these questions further and in more depth during the Immersion stage, in his own mind and in discussions with others.