首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
Taking on a leadership role for the first time is tough. There is always pressure on you to do the right things, and to be seen
Taking on a leadership role for the first time is tough. There is always pressure on you to do the right things, and to be seen
admin
2014-01-09
31
问题
Taking on a leadership role for the first time is tough. There is always pressure on you to do the right things, and to be seen to be doing them. But, unless there’s something that needs sorting out urgently, your first few months in the role will be better spent in understanding the people and the situation. One easy mistake to make is to think that you, as leader, the top person with the top salary, have the sole responsibility and the know-how to solve every single problem yourself. And you can be sure that others will encourage you to think that way, since it takes the pressure off them, and it satisfies their natural urge to leave the solving of problems to others. Instead try using existing resources to identify the current position and the ways to change it for the better.
Start by consulting widely, beginning with the people who now report to you direct, as these are most likely to be the people with the expertise and experience to tackle some of the problems that are identified. A series of one-to-one meetings, though time-consuming, will be worthwhile, especially if they are structured to provide you with the information you need to make decisions later on. Two useful questions are: ’What do you see as the biggest problem facing the department now?’ and ’ What one change would make the most difference to our success?’ From their answers you can build up a picture of your people, as well as of the issues. Some will consider the needs of the department as a whole, while others may just concentrate on their own particular concerns. You will also have had personal contact with each person and can judge who you will work well with in the future.
Overlap in their responses is a useful pointer to the priorities needing your attention. If there is no duplication in problems or solutions, it means that you have inherited a disunited group which will need some team-building and restructuring. If no clear picture emerges, it means that your people are part of the problem: you will need to make them aware of this.
At the same time, consult with customers. Be open to criticism and to praise. Compare the views of your department with this external viewpoint and see where the biggest gaps are. This will help to identify areas for action.
While you are data-gathering, have a look at the figures. Apply different measures from the standard ones. You probably lack knowledge about which company products are profitable, and you recognize that staff costs are a key factor. So, ask for an analysis of profitability per employee. There will be some grumbling that the new figures involve extra work, but the analysis will reveal how many and what kind of staff your company really needs.
Finally, a key issue for you as a new leader is to establish priorities. If you have done your research well, you will have identified a number of areas for action. Bring your senior team together and tell them about your research findings, both the problems and the suggested solutions. Together, plot the solutions on a big graph, with one axis relating to the amount of difference the action would make; and the other axis to the ease of implementation. This will prompt useful discussion on the issues and the means of resolving them. In selecting priorities, you might well gain volunteers to tackle some of the tasks. Agree actions, assign responsibilities and establish dates for completion and progress reviews.
It is useful to talk to customers about the performance of your department because______.
选项
A、they are likely to be more honest and open than your own staff
B、it makes your customers feel that their opinions are important to you
C、it gives you an opportunity to criticize or praise them
D、you can evaluate what they say against what your own staff told you
答案
D
解析
转载请注明原文地址:https://jikaoti.com/ti/muQYFFFM
本试题收录于:
NAETI中级口译笔试题库外语翻译证书(NAETI)分类
0
NAETI中级口译笔试
外语翻译证书(NAETI)
相关试题推荐
WinstonChurchill:HisOtherLifeMyfather,WinstonChurchill,beganhisloveaffairwithpaintinginhis40s,amiddisastro
FoulShotsNowandthenIcanstillseetheirfaces,nickeringandlaughing,theireyesmockingme.AnditbothersmethatI
Iclearlyknowthathiswritingshavegainedsomepopularity,andIequallyknowthattherearelow-tasteanddirtyjokesthatt
SigmundFreudIfthereisasinglenameinallpsychologythatissynonymouswithpersonalitytheory,itisSigmundFreud.Bo
AttheendofarecentfeastatRestaurantRevolutioninNewOrleans,Iorderedacupofhotteaandwaspresentedwithanelega
Theeconomymaybetroubled,butoneareaisthriving:socialmedia.TheybeginwithFacebookandextendthroughadizzyingarra
Thereportercomparesahusbandtoaparticularlytrickymusicalinstrument,onethatawifemustlearntoplay________heradvan
世界著名的《格萨尔王传》是藏族人民在漫长历史长河中创造出来的一部珍贵的长篇英雄史诗,是中国乃至世界文学宝库中少有的珍品,但一直是通过民间说唱艺人口头流传为了保护藏民族的这一文化瑰宝,西藏自治区于1979年成立了抢救、整理《格萨尔王传》的专门机构,进行全面搜
在一个典型的英国家庭,饮茶是一个古老的传统。最近的研究表明饮茶可以降低患癌症和心脏病的风险,还可以延缓衰老进程。
A、Three.B、Six.C、Nine.D、Four.C
随机试题
通过扩张血管作用治疗心衰的药物包括
我国卫生法有以下几种表现形式,除了
下列关于消化性溃疡形态特征的叙述,错误的是
患者,女性,50岁。因“颜面部及双上肢出现紫红色斑块、刺痛感一周”就诊。患者一周前无明显诱因于左面颊、右上肢出现紫红色斑块、刺痛感,并逐渐扩大。于当地医院输液“消炎”治疗5天,皮疹无好转,且双手背静脉穿刺处出现新的红色结节。患者平日体健,无药物过敏史及传染
属于半开级配沥青混合料的是()。
在建筑排水管材中,具有耐酸碱腐蚀,但脆性大、强度低特点,可用于排放腐蚀性工业废水的管材是()。
打开考生文件夹下的演示文稿yswg,pptx,按照下列要求完成对此文稿的修饰并保存。(1)第二张幻灯片的版式改为“内容与标题”,剪贴画的动画设置为“进入”“随机线条”。插入一张幻灯片作为第一张幻灯片,版式为“标题”幻灯片,输入主标题文字“2006年元旦
ЭтойработойбудетруководитьПетрНиколаевич____зарубежнойлитературы.
Apilotcannotflyaplanebysightalone.Inmanyconditions,suchasflyingatnightandlandingindensefog,apilotmustus
WhatIfYouCouldLearnEverything?A)Imagineeverystudenthasatirelesspersonaltutor,anartificiallyintelligentandinexh
最新回复
(
0
)