By: Shriram (37) Keerthi Ram (38) Riddhi Desai (39) Megha Salhotra (40) Utsav Sanghavi(41) Amrita

Sen (42)

Introduction
He is a rising star. He is a rising star. He is also arrogant and unseasoned.

He is also arrogant and Denying him that promotion might be the unseasoned.
best thing him you could for his career and Denying that do promotion might your company. be the best thing you could do for his career and your company.

Break the Pattern Pay more attention to their emotional maturity than their accomplishments. Higher a manager rises in the ranks,the more important becomes the ability to influence and persuade.

Resist the charm of The Young and the clueless- refrain from promoting them before they are ready.

Strategies- Boosting Emotional Competency

Deepen 360 degree feedback

Interrupt the Ascent Act on your Commitment Institutionalize Personal development Cultivate informal networks

Deepen 360 degree feedback Go beyond the usual set of questionnaires that make up the traditional 360-degreefeedback process Interview a wide variety of the manager's peers and subordinates Such extensive feedback can help a person see himself more as others do A must for young manager lacking self awareness.

Interrupting the Ascent Promotion within the area of expertise doesnt work Command-and-control mentality vs emotional intelligence
Assign cross-functional roles. Eg: Sheila McIntyre It may backfire if not careful!

Act on your Commitment Emotional competencies are not optional! Reinforcement theory

Mitchell Geller. Partner at a law firm. Age 29.

Same standard of behavior for all. Eg CEO Joe Simons

Weave interpersonal goals into the fabric of organization An employee is judged on the basis of emotional competencies along with technical skill-sets

Mark Jones is an executive who was tapped for a CEO job at a major manufacturing company on the condition that he engage a coach because of his reputation of being too blunt and aggressive. After a yearlong of coaching , he understood the pitfalls associated with his style. He launched major initiatives to shape the company culture to encourage and make a mandate of personal and professional learning

Articulation of a set of corporate values and practices based on leadership skills & business objectives Dare to be Transparent-especially meant for senior management to be open about their weakness & offer honest constructive feedback to their peers Emotional Skill as a key qualification for recruitment and promotion

Mentoring helps both the senior and junior managers to enhance their emotional development through creating relationships Gives the junior managers a good exposure chance to view different leadership styles Peer Networking

Sonia Greene, a manager at a consulting firm, was hoping to be promoted, but in spite of being talented she hadnt raised the issue with her boss, because she was too shy and assumed he didnt think she was ready. Later, she undergoes a Mentoring Program and understands her strengths & weaknesses and is more confident of her capabilities and expressing her views. Today, she is well on her way to being promoted.

Peer group of upcoming managers who meet frequently to share and offer advice to one another The relationships need not to be confined within organizational boundaries Helps the junior managers as well as the senior managers in times of critical tasks and stress management