The most effective rule in managing up and down however, is being authentic. Authenticity in intent, that builds trust - because once this core factor is there, there is nothing that is required to be 'managed' in the natural order of things.
Admiral Ernest J. King was mandated on a counter-offensive in response to the pearl harbour attack. Having received this mandate from President Roosevelt on December 21, 1941 he knew that the nearest land base was 2500 miles from Tokyo, out of range for any 1942 bomber.
The solution for the admiral (and upwards to the President) came from a subordinate - a captain name Francis Low, who proposed the near - impossible to have bombers fly out of a ship into Tokyo. Never applied in combat before, the twin-engine B-25B Mitchell medium bombers were capable of a flying-range of 2300 nautical miles with a bomb-weight of 2000 lbs. This was extremely high risk with tight tolerance figures. The flights, stripped of all additional weights and fitted with exceptional pilots (approximately 140 trained from the 17th bombardment group under Lt Col James Doolittle), set off from the USS Hornet to create what was historically one of the most successful executions of a near - impossible strategy.
Admiral King's ability to take in feedback from a subordinate and drive a strategic direction from the top, and through peers, was a classic example of successfully managing up and down. This, in the modern world and away from battlefield, is an increasingly required competence for any medium to critical - intensity mission/project.
Denne historien er fra October 2017-utgaven av Business Manager.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent ? Logg på
Denne historien er fra October 2017-utgaven av Business Manager.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent? Logg på
Why PESB Failed To Recommend?
The public sectors have to be placed in hands of competent professional managers and high calibre professionals have to be attracted to the public sector. Government must think of radical reforms in Public Sectors for talent management process like demonetisation, revamping a planning commission etc.
Role Of Local Influence In Better IR
A XYZ Cement factory having state of the art technology and world class facilities in terms of welfare is located in the highly sensitive political zone, where all contractors and workforce is well versed with labour rules & regulations.
HR Should Work On Employee Branding To Develop Emotional Connect
HR Should Work On Employee Branding To Develop Emotional Connect
Maintain Neutrality Based On Competency & Capability
The most effective rule in managing up and down however, is being authentic. Authenticity in intent, that builds trust - because once this core factor is there, there is nothing that is required to be 'managed' in the natural order of things.
Help Line
Payment of any customary bonus such as attendance bonus, festival bonus or the like does not absolve the management from their liability to pay statutory bonus.
Why Organisations Should Invest In Development Programs!
Why don't organizations invest in learning processes and development programs that enable their leaders to keep their talent? Doesn't it make sense that better managers will yield better employee retention?
Future Of Performance Management
Is it about managing performance, or managing the behavior that will produce the performance? And if it is indeed about influencing the person so that he has clarity of agreed outcomes and the support available to him to achieve these, are organizations doing lip service to it or are they serious about the process?
Startup Bubble: Rise Or Fall?
The Startup story : what works, what doesn’t?
How I Started And Nurtured My Startup..!
Coming from a service class family, I had no idea of business. I had no one to turn to for the basics. I got in touch with some consultants; none of them knew the entire process of getting all the approvals. We were very clear, we did not want to start on the wrong foot, and we wanted to be 100% compliant. I did face many challenges at various stages e.g. in just few months of launch, the competition tried to pull us down, however the issue was resolved soon. Teacupsfull now is a fully registered brand. Challenges do prop up many times, however the key is to stay positive and never give up. There is always a solution to every problem.
Should Startup Go For Hr Advisory?
This certainly is an era of Startups and each entrepreneur envisions of creating a large organization in the due course of time.
