他表示:“我必须快速学习新知识并将它们归纳联系起来,一个结构清晰的入职培训过程对此将很有帮助。当前企业经营的节奏很快,我必须跑步前进跟上企业的进度。我希望能够给人留下深刻的印象并发挥影响,但我前进的方向可能并不正确。
“Buddying or partnering are important ways of learning quickly about a company, he says. He has been in his present role for about eight months but is still considered a “new hire, which means he receives support across the company and no one assumes prior knowledge on his part.
他指出,“提供伙伴或者合作对象是让新入职经理人快速了解公司业务的重要方式。他担任目前的职位已有约八个月,但仍被认为是一名“新人,这意味着他能得到来自公司其他部门的支持,而且不会有人以为他对公司业务已经非常了解。
Lesley Uren, a talent management expert at PA Consulting Group, says many senior executives do not want to show ignorance by asking for guidance while companies do not realise that the success of many executives is often “contextualised in a particular role or company.
莱斯利·尤伦(Lesley Uren)是英国博安咨询集团(PA Consulting Group)一位富有才干的管理专家。他表示,很多高级经理人都不希望因为要求得到指点而令自己显得无知,而公司则没有意识到,很多经理人的成功都与他所担任的职位或者任职的公司密不可分。
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