by Leila Youssef

Let’s create an avatar.

A brilliant employee ascends to a managerial executive position.

Until now he had peers who might become his subordinates if he remains in the same sector or division. From having to report to his boss, he finds himself in a position where others have to report to him. Before he  was evaluated and assessed, now it is his turn to evaluate and assess. He goes from only being responsible for his performance to suddenly having to respond for the performance of a team. Quite scary and overwhelming, don’t you think?

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Source: iCN Issue 2 (Business Coaching); pages 20-21