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Abstract
A look at the shifting tectonic plates that make up the landscape of modern management reveals that self-awareness, rather than adaptability, is the Number 1 managerial aptitude of the next decade. Without often hard-won knowledge of oneself, one''s roles, foibles, strengths, and--as the human resources folks put it--areas of opportunity for further personal development, attempts to maneuver successfully through the tensions, paradoxes, and tradeoffs that make up managerial work today will be largely unavailing. The seven faultlines include the tension between being a manager and being a specialist, managing a team vs. managing the individuals on the team, and being a responsible agent of the company vs. being a trustworthy colleague or mentor.
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Abstract
A look at the shifting tectonic plates that make up the landscape of modern management reveals that self-awareness, rather than adaptability, is the Number 1 managerial aptitude of the next decade. Without often hard-won knowledge of oneself, one''s roles, foibles, strengths, and--as the human resources folks put it--areas of opportunity for further personal development, attempts to maneuver successfully through the tensions, paradoxes, and tradeoffs that make up managerial work today will be largely unavailing. The seven faultlines include the tension between being a manager and being a specialist, managing a team vs. managing the individuals on the team, and being a responsible agent of the company vs. being a trustworthy colleague or mentor.