I’ve yet to run a workshop or program on leadership where anything approaching a majority of the participants describe their initial days of their initial role as a team leader, supervisor or manager as a period when they received much if any support and coaching from their own direct manager.
Most describe this particularly precarious professional time as more like a “hit and run,” or, at least “promote and run,” where their manager anoints them as in charge of some group and disappears like a Cheshire Cat, grin and all, only to resurface around performance review time. Sadly, the flameout rate for first-time leaders is high, and the fallout on those being led equally high.
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