Evaluate your leadership skills during change and transition.
Situation A manufacturing engineer, Robert, was given the opportunity to lead a newly formed cross-functional team. Robert knew that he received the promotion because of his seniority and competency as an engineer. He had no training or experience as a manager, but had served as team leader on a recent, successful project. He had never
Situation Alaan was promoted to Vice President four years ago following the successful integrating of a new work process in the firm. As a subject-matter-expert, the new role was demanding, requiring Alaan to visit numerous sites and oversee the maintenance of the new processes working with different teams at various locations. Alaan had always believed
Situation The standing joke at the company was that nobody was on time for meetings. One of several cross-functional teams charged with a major project had a particularly poor track record of results and missed deadlines. Making decisions was time consuming and usually ended with a hasty majority vote as members left meetings to move