It’s common practice to reward high performers a higher spot in the org chart, but being good at your job doesn’t mean you’ll be good at managing people. Here’s what companies should be doing instead. When I look back at the managers I’ve had since the beginning of my career, it’s clear to me—now, having done years of people management experience myself—that some of them should never have been given that responsibility. In talking to friends and coworkers, I realize just how shockingly...
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