VALUE

The following statements were made by client participants.

Robert's Manager:

We had to make a choice to keep a highly skilled employee working as a technican or encourage him to take the next step.  Talented people are valuable resources and not all can make the move to management.  We made the right choice to support Robert's development.  The process enabled him to understand his capabilities.

Robert:

I enjoyed my work and wasn't certain I wanted to move into management.   The support I received made the move a lot easier:  I had someone I could confidentaly talk to who knew what had to be done and offered several options for me to consider.  It was a great learning experience.

 

 


When the road

you're on becomes lonely, crowded, or unsatisfying --

try a new path,

and let yourself get lost

Dr. L. Maddalena

 

 

 

Only the wisest and stupidest of men never change.

Confucius

 


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Case Story
From Technical Expert to Manager

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. Never having conducted a performance evaluation, he was uncomfortable making decisions that would affect someone's livelihood and job status. His greatest concern was managing several cross-functional project teams, as members were drawn from function areas and levels throughout the division.

AT STAKE
To reach stated goals for team success.

MTM'S TASK
Help Robert quickly develop new skills and create a plan of teambuilding events.

DR. MADDALENA'S SOLUTION
"To increase his confidence, he attended seminars to develop a better understanding of human dynamics and improve his communication skills. In a mentor-relationship, we worked with Robert to introduce techniques that would help him motivate others by identifying the personality of his team and their perspective of project goals. What was most important to Robert is that we posed options and helped him learn how to effectively observe and evaluate team member talents, organized assignments and helped him choose effective monitoring tools."

RESULTS
Robert gradually grew into his role as a confident and successful engineer and manager, gaining the respect of his peers and staff. For his personal on-going development he identified and gained the support of two individuals willing to guide him as mentors.

TECHNICAL EXPERTISE DOES NOT GUARANTEE MANAGEMENT EXPERTISE
Prepare yourself to understand risk and choose the most effective action by working with MTM's professional mentors to create a personal or career development plan to outline your specific goals and explore your perceptions of leadership.


Team members will be challenged to evaluate the perceived leadership abilities of others and serve as leadership mentors within the group. For those with some management experience, MTM coaching programs are available for occasional advice and direction for immediate support to succeed at existing work goals.

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