Why Good People Become (Very) Bad BossesAnnie Mckee
When I met ‘Marcus’ a couple of years ago I found him to be an engaging, talented, creative and emotionally intelligent senior manager of a retail goods company. He really cared about his people and he found deep satisfaction in being part of a team that helped to meet the needs of people in large and small cities across the US. He was bright, charming, fun to be with and generally a good guy and a good manager. Our team was working with his boss and the team, and as part of that we’d conducted qualitative 360 degree feedback—everyone interviewed about Marcus spoke about his dedication, his intense commitment and his passion for the team, the people, and the work.
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