When a New Manager Stumbles, Who's at Fault?

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Management article

Reference no. 96201Z

Authors: Gordon Adler (Harvard Business School); Thomas J DeLong (Harvard Business School); Ellen Hart (Harvard Business School); Kathleen Collman (Harvard Business School); John Doumani (Harvard Business School); Joseph L Galarneau (Harvard Business School); Julie Johnson (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: "Harvard Business Review", 1996

Revision date: 30-Jan-2013

Length: 16 pages

Topics: Employee training; Career planning; Employee promotions; Management skills

Share a link: https://casecent.re/p/67209

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Abstract

Rafferty Goldstone, the protagonist of this HBR case study, was one of Bulwark Securities' hottest sales reps, but he dreamed of management. So he was elated when he was chosen to fill a manager's slot that had opened up on the East Coast. Now, six months later, he's in deep trouble and doesn't know where to turn for help. But who's responsible for Goldstone's floundering? And can anything be done to direct him down the right path? In 96201 and 96201Z, Thomas J Delong, Ellen Hart, Kathleen Collman, John Doumani, Joseph L Galarneau, and Julie Johnson offer advice on this fictional case study.