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to change or not to change: concept versus reality by ProQuest

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Leadership often agrees that some things are extremely difficult to accomplish, unpopular, or may result in some fallout. But these things are not sacred cows, although they have held that status for years. These items go on a different list -- a "really hard to do" list. Certain personalities can hinder the change process, which is not to say that these same people aren't competent managers. They are not change leaders and risk takers. Leadership has nothing to do with being a great clinician. Nor is it a popularity contest. Its a skill set all to itself. Leadership requires skills in mentoring and coaching -- something the majority of their organizations do not invest in, yet other industries believe in. It goes without saying that risks and rewards must be aligned to support change, but it's not always the case that compensation is at risk for performance.

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