Runaway growth and sub-par performance are conditions managers often encounter in a new job or assignment. With little if any experience in the new arena, the manager must diagnose the situation, assess the leadership issues, and determine the challenges and opportunities to be addressed.
What makes these experiences especially difficult is that they require not only managing change but also being the subject of change. In these cases, leaders must be willing to change themselves if they are to lead the business transition successfully.
The general manager of a fast-growing overseas division confronts the limits of a hands-on style.
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