Employees at all levels of a big company have had to negotiate a day-to-day work environment that has become far more complex, volatile, and unpredictable across the past decade. And while this poses problems for all, it makes leadership roles – those that require an ability to understand business conditions, form a plan to take advantage of them, and then galvanize a disparate group of people to implement that plan – particularly difficult.
The problem is that, with the skills needed for leadership changing drastically, current practices for supporting leaders are incomplete. As a result, an alarming number of companies must deal with newly minted leaders failing at the job for which they have supposedly been groomed.
