A lot of managers get caught in an endless cycle of trying to rectify their team mates’ weaknesses. This is not constructive as proven by the example of the Microsoft director for the Eastern and Central Europe region. Soon after taking on the assignment, he realized this cycle being in place. He changed that by speaking about the strengths which can be further leveraged, before making suggestions for improvements. This led to a substantial performance improvement which stayed constant for the next four years. Another common mistake in talent management practices is too much focus on the “how” and “what” rather than the “why”. Another is a relentless focus on time management instead of trying to tap one’s energy levels. A lot of emphasis on success over happiness is equally harmful.


Uploaded Date:04 July 2018

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