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 By Gina Abudi, on June 7th, 2018 Too often individual contributors are promoted into supervisory roles with no prior experience managing others. And, sometimes, limited experience collaborating with others or working as part of a team on an initiative. This only sets them up for excessive stress, frustration and potential failure in their new role managing others. It may risks setting up […] By Gina Abudi, on November 10th, 2015 Now what? When promoted to a new supervisor, expectations, and your contributions to the organization are vastly different than when in an individual contributor role. You are now responsible for the work efforts and productivity of others, as well as for the professional development. As a supervisor, you are: accountable and responsible for your team […] By Gina Abudi, on February 6th, 2014 A mini case study In Part I of the mini case study we learned about the situation with Janet and of Anna’s request, on behalf of the team, that the supervisor, Samuel, intervene. When we left the story, Samuel was considering how he would approach the situation. Samuel reached out to a few peers to […] By Gina Abudi, on February 5th, 2014 A mini case study Anna works in customer service in her organization. Customer service reps do not have individual offices and are in an open area. This enables them to collaborate to better support customers. The group consists of five customer service personnel, four of whom have been with the company for 5+ years. Nearly […] By Gina Abudi, on January 5th, 2012 Managing people is not easy. In most businesses there are certain processes and procedures that must be followed; and in many cases flexibility in how you handle human resource issues is just not practical or feasible. If you haven’t read Part I yet, please read it first. In Part II we’ll look at some ways […] |
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