Part 2 of our guidance to Mia Ricci and her boss, the subject of an HBR Case Study.
This guidance is a little different. We are going to take an HBR case study and walk you through the guidance we'd give the employee and the manager if we were asked to consult for them. Using the case study will allow us to bring together a lot of guidance we've given before, both in Career Tools and Manager Tools, show how it all fits together and how it can be applied in a common situation.
We won't read the entirety of the case study to respect HBR's intellectual property, so before you listen to this cast, you should read it or download it from the HBR site.
In brief, the case study addresses Mia Ricci in her first few weeks of a new job at a global anti-poverty not-for-profit, and her boss, Michael.
This Cast Answers These Questions
- What should I do when I think I've made a mistake with a new job?
- What should I do when my boss doesn't seem to want to talk to me?
- What should I do when I just don't have time for a new member of staff?
Mentioned in This Cast
- New Job Day One - Do It Yourself
- Onboarding Chapter 1 - The Basics
- What to Delegate
- How to Choose What To Delegate
- The Dangle
- How to Handle Headhunters
- Conduct Multiple Interviews
- I Hate My New Job
- New Job Series
- Team Player
- The Art of Delegation
- When Not To Use Email
- No Second Emails
- Effective Relationships
- Managing Your Boss
- How To Stop Gossip
- When To Go To HR
- When Not To Go To HR
- The Basics
Other Parts of This Series
|Starting A New Job - The HBR Case Study Shownotes||Purchase this item|