Young and Clueless

8/13/2019 Young and Clueless

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By:Shriram (37)Keerthi Ram (38)Riddhi Desai (39)Megha Salhotra (40)

Utsav Sanghavi(41)Amrita Sen (42)


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He is a rising star.

He is also arrogant and unseasoned.

Denying him that promotion might be thebest thing you could do for his career and

your company.

Introduction

He is a rising star.

He is also arrogant and

unseasoned. Denying him that promotion might

be the best thing you could do forhis career and your company.


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Break the Pattern

Pay more attention to their emotionalmaturity than their accomplishments.

Higher a manager rises in the ranks,the

more important becomes the ability toinfluence and persuade.

Resist the charm of The Young and theclueless- refrain from promoting thembefore they are ready.


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Deepen 360 degree feedback

Go beyond the usual set of questionnairesthat make up the traditional 360-degree-feedback process

Interview a wide variety of the manager'speers and subordinates

Such extensive feedback can help a personsee himself more as others do

A must for young manager lacking selfawareness.


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Interrupting the Ascent

Promotion within the area ofexpertise doesnt work

Command-and-control mentality vsemotional intelligence

Assign cross-functional roles. Eg:

Sheila McIntyre It may backfire if not careful!


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Act on your Commitment

Emotional competencies are not optional!

Reinforcement theory

Mitchell Geller. Partner at a law firm. Age 29.

Same standard of behavior for all. Eg

CEO Joe Simons


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Weave interpersonal goals into the fabric oforganization

An employee is judged on the basis ofemotional competencies along with technicalskill-sets


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Mark Jones is an executive who was tappedfor a CEO job at a major manufacturingcompany on the condition that he engage acoach because of his reputation of being too

blunt and aggressive. After a yearlong ofcoaching , he understood the pitfallsassociated with his style. He launched majorinitiatives to shape the company culture toencourage and make a mandate of personaland professional learning


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Articulation of a set of corporate values andpractices based on leadership skills &business objectivesDare to be Transparent -especially meant forsenior management to be open about theirweakness & offer honest constructivefeedback to their peersEmotional Skill as a key qualification forrecruitment and promotion


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Mentoring helps both the senior and juniormanagers to enhance their emotionaldevelopment through creating relationships

Gives the junior managers a good exposurechance to view different leadership styles

Peer Networking


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Sonia Greene, a manager at a consulting firm,was hoping to be promoted, but in spite ofbeing talented she hadnt raised the issue withher boss, because she was too shy and

assumed he didnt think she was ready. Later,she undergoes a Mentoring Program andunderstands her strengths & weaknesses andis more confident of her capabilities andexpressing her views. Today, she is well on herway to being promoted.


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Peer group of upcoming managers who meetfrequently to share and offer advice to oneanotherThe relationships need not to be confinedwithin organizational boundariesHelps the junior managers as well as thesenior managers in times of critical tasks and

stress management


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Young and Clueless

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