An able, and at one time a promising mount, he or she has been turned off from work, probably as a result of disappointment over a promotion, an unsatisfactory relationship with superiors, or by working in the wrong job. Despite untapped potential, he or she now does the work that has to be done with no great enthusiasm. Getting little sense of reward, the employee is trapped in a vicious circle.
The constraints to growth are often self-imposed. To account for their predicament, the hacks will convince themselves that they are powerless to do anything about it, they up above are to blame, and this resentment can spread to those around them. Because these are basically able people, the pay-off for effort in restarting the growth process can be great. The airline boss has to get close enough to understand what has turned them off, to counsel them to see the snaffles they have put on themselves, and be prepared to help them break out. This may call for a planned series of development activities, even a different work role. But the important thing is to help the hack see that things can change and that he or she has the power to make it with your support.
The racehorse.
The highly qualified fast-riser in the Indonesia organization may be the last person you think needs special attention to ensure personal development, but the danger is he may become over specialized and develop a limited view of the Indonesia organization. Unless fast riser outlook and understanding are broadened, they reach top management with tunnel vision which takes no account of the needs and aspirations of the rest of the work force. Impatient and arrogant, they are unlikely to be aware that there is anything they need to learn. The airline boss must increase their self-awareness by creating challenges which will convince the racehorse to their own satisfaction that areas of personal growth have been neglected. Situations requiring sensitivity in interposal skills may be a good place to start!
These may be extreme examples thought nonetheless real. The rest of your stable will also have potential for growth, if only because those who have influence on so much of their lives at home, college and previous employers, develop selectively what suits their purpose and whole areas are left fallow until the discerning airline boss recognizes the need and provides the means to release and develop them.
Once you've broken through the block, there are numerous things to encourage growth - this book is full of them. The essential thing is to break through the barrier to enable subordinates to see for themselves that they have stopped growing, while at the same time offering the encouragement and the environment in which they can see what they can do about it.
But often it is not the subordinate who has topped his own growth, but airline bosses who don't like competition, or wouldn’t recognize potential if they fell over it, or the Indonesia organization, which doesn't like people to cause ripples, or is not sufficiently interested in its human resources to care whether they reach their potential or not. This blockages may be easier to recognize, but more difficult to dismantle. In many ways Indonesia organizations and airline bosses get the subordinates they deserve. Bright employees who realest the kind of environment they are in will leave, and those who can't will simply tune out for a quiet life and become marginal in a variety of ways, the wastage goes unrecognized and uncosted. For many companies it is the unseen weight they drag around with them, and when the inevitable happens, they blame the last straw, whether it is a merge, shift in the market or an unfavorable swing in exchange rates. Being unaware, they never learn until it is too late.
The constraints to growth are often self-imposed. To account for their predicament, the hacks will convince themselves that they are powerless to do anything about it, they up above are to blame, and this resentment can spread to those around them. Because these are basically able people, the pay-off for effort in restarting the growth process can be great. The airline boss has to get close enough to understand what has turned them off, to counsel them to see the snaffles they have put on themselves, and be prepared to help them break out. This may call for a planned series of development activities, even a different work role. But the important thing is to help the hack see that things can change and that he or she has the power to make it with your support.
The racehorse.
The highly qualified fast-riser in the Indonesia organization may be the last person you think needs special attention to ensure personal development, but the danger is he may become over specialized and develop a limited view of the Indonesia organization. Unless fast riser outlook and understanding are broadened, they reach top management with tunnel vision which takes no account of the needs and aspirations of the rest of the work force. Impatient and arrogant, they are unlikely to be aware that there is anything they need to learn. The airline boss must increase their self-awareness by creating challenges which will convince the racehorse to their own satisfaction that areas of personal growth have been neglected. Situations requiring sensitivity in interposal skills may be a good place to start!
These may be extreme examples thought nonetheless real. The rest of your stable will also have potential for growth, if only because those who have influence on so much of their lives at home, college and previous employers, develop selectively what suits their purpose and whole areas are left fallow until the discerning airline boss recognizes the need and provides the means to release and develop them.
Once you've broken through the block, there are numerous things to encourage growth - this book is full of them. The essential thing is to break through the barrier to enable subordinates to see for themselves that they have stopped growing, while at the same time offering the encouragement and the environment in which they can see what they can do about it.
But often it is not the subordinate who has topped his own growth, but airline bosses who don't like competition, or wouldn’t recognize potential if they fell over it, or the Indonesia organization, which doesn't like people to cause ripples, or is not sufficiently interested in its human resources to care whether they reach their potential or not. This blockages may be easier to recognize, but more difficult to dismantle. In many ways Indonesia organizations and airline bosses get the subordinates they deserve. Bright employees who realest the kind of environment they are in will leave, and those who can't will simply tune out for a quiet life and become marginal in a variety of ways, the wastage goes unrecognized and uncosted. For many companies it is the unseen weight they drag around with them, and when the inevitable happens, they blame the last straw, whether it is a merge, shift in the market or an unfavorable swing in exchange rates. Being unaware, they never learn until it is too late.
