MANAGEMENT MYTHS AND TIME SPAN INCONSISTENCIES
In the hopes of filling a position in the corporate organization chart, we diligently interview, do personality testing and check references. We hire the person with the best of intentions only to find them failing after a few short weeks. We select our top performer and promote them to the next level, introduce them to the team as their new leader, only to find them floundering and earning no respect. You just promoted Sally -- she is now in your office complaining that her new boss has his head in the clouds and is completely out of touch with the real problems facing the department. Ten minutes later, Sally's boss, Joe, is in your office complaining about Sally, his new direct report, saying that she is totally incompetent and cannot see the big picture. What did we miss?
John Berg will discuss a set of statistically significant scientific findings of a little-known psychologist who discovered a correlation between workers across industries and their ability to handle different levels of mental complexity. Particular areas that will be discussed are:
* The flat organization is a misguided management fad -- organizational hierarchy is important and exists for very specific reasons
* A hiring manager will not willingly hire anyone at or above his or her level of mental complexity
* Personality conflicts in an organization are usually smokescreens for a deeper reason why we should not have Sally report to Joe
* Most CEOs have difficulty understanding the true nature of executive work and often, are drawn into activity that pulls them away from higher-level responsibilities.
The take-away to this talk are the understanding of the missing link in:
* most hiring processes
* reporting relationships
* defining appropriate levels (complexities) of work