One of the most puzzling features of today's management landscape is that people are usually promoted to management positions based on their high levels of demonstrated skills in the ranks. In clinic controls, they express selected experience at radiology and, as a consequence, end up being mind from the hospital's radiology team; in manufacturing-dependent vendors, they demonstrate large knowledge at coming up with personal computer devices and therefore are tapped for running a significant-description venture; in academia, they excel in the biological sciences and they are preferred for a dept . bench or dean's part. And, in each of these instances, we've been called in to offer support to the new manager - because, management wasn't the area that he or she had trained in!
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