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    <title><![CDATA[Discussion on Sharks smell blood when a leader is in trouble ]]></title>
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        <title><![CDATA[Based on limited information...]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3379306]]></link>
        <description><![CDATA[...I suspect Kathy was being overtasked and (probably) unwilling to delegate tasks she felt were given to her by senior management with the expectation that she would handle them personally.  It's a common issue that many of us climbing the ladder have made.I've made it a point now to mentor folks working their way up.  If I see a spark of something in them I try to fan the flame and get them motivated, and understand the 'secret handshake' (which isn't so very secret if you take the time to look for it).Executive management is typically interested in success from those on the way up, and are usually ready to help them achieve it, especially if there is gain for everyone along the way. If you sit on your hands and wait for someone to come along and show you the way, you'll still be waiting as others pass you by.]]></description>
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        <dc:creator><![CDATA[tracy.walters@...]]></dc:creator>
        <pubDate>Mon, 01 Nov 2010 12:51:40 -0700</pubDate>
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    <item>
        <title><![CDATA[Sharks smell blood when a leader is in trouble]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3374094]]></link>
        <description><![CDATA[A real good article .. the specific point Shark smelss blook is 100% right . People dont want to pul you up but treat it has an oppurtunity for there growth]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3374094]]></guid>
        <dc:creator><![CDATA[ypkonline@...]]></dc:creator>
        <pubDate>Wed, 20 Oct 2010 06:28:31 -0700</pubDate>
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        <title><![CDATA[RE: Sharks smell blood when a leader is in trouble]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3374093]]></link>
        <description><![CDATA[A real good article .. the specific point Shark smelss blook is 100% right . People dont want to pul you up but treat it has an oppurtunity for there growth]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3374093]]></guid>
        <dc:creator><![CDATA[ypkonline@...]]></dc:creator>
        <pubDate>Wed, 20 Oct 2010 06:27:38 -0700</pubDate>
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    <item>
        <title><![CDATA[&quot;old-fashioned&quot;]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373880]]></link>
        <description><![CDATA[Unfortunately, yes.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373880]]></guid>
        <dc:creator><![CDATA[lunchbeast]]></dc:creator>
        <pubDate>Tue, 19 Oct 2010 15:33:57 -0700</pubDate>
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        <title><![CDATA[Danny is right]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373643]]></link>
        <description><![CDATA[Though in a dysfunctional organization the shark scenario can go all the way down to the individual contributor level and in really good organizations the VPs and C-Level execs will help keep each other on track when necessary and will help some with subordinates (if only sometimes to hire coaches or let that individual know it is time to shape up or ship out). In reality everyone needs help sometimes and most of the time teamwork is much more efficient and effective than having to do it on your own. All great leaders have sidekicks and teams from Alexander down to Dwight D. Eisenhower to advise and get them back on track when they are in danger of running off. We are all human and occasionally of often make mistakes so one is never &quot;sufficiently grown up (managerially)&quot; to always keep themselves on track at all times. That is why the sink or swim analogy, while often accurate is indicative of dysfunction when describing organizations today. It just means that no one has any better ideas or how to organize and lead than letting everyone make it all on their own. Competition, while sometimes good, must be managed and directed within organizations for it not to result in destructive behaviors.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373643]]></guid>
        <dc:creator><![CDATA[johnr@...]]></dc:creator>
        <pubDate>Tue, 19 Oct 2010 08:34:45 -0700</pubDate>
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    <item>
        <title><![CDATA[ad hominum attacks must cease]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373642]]></link>
        <description><![CDATA[OK, first a poster accused the author of being misogynistic and I called for that poster to support it with data or logic. Then this thread devolves into calling people (that poster didn't even specify who was being called an idiot) names with nothing to back it up. If none of you are going to argue for why there is misogynism or idiocy then please go somewhere else to post where that is acceptable.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373642]]></guid>
        <dc:creator><![CDATA[johnr@...]]></dc:creator>
        <pubDate>Tue, 19 Oct 2010 08:25:49 -0700</pubDate>
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        <title><![CDATA[That's Reasonable]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373557]]></link>
        <description><![CDATA[As a line manager, you're absolutely right - you should be looking after your subordinates and working to keep them on track well ahead of time.The problem is - who is doing the same for you?Okay - perhaps your line manager is.But a point comes in where you get sufficiently high up the hierarchy of a business, when rightly or wrongly, you're expected to be sufficiently grown up (managerially) to keep yourself on track. The execs or COO won't do it for you.That's when the Shark scenario occurs.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373557]]></guid>
        <dc:creator><![CDATA[Danny Graham]]></dc:creator>
        <pubDate>Tue, 19 Oct 2010 07:21:55 -0700</pubDate>
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        <title><![CDATA[Peter Principle all the way]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373533]]></link>
        <description><![CDATA[In case of Kathy:I think she was the new broom, made some &quot;quick wins&quot; and became the new rising star. The ideal way of loosing all support above and below. People below know that those easy goals only last so long and a rising star is a potential threat to upper levels.Seen it, warned people and saw the frustrations when they didn't listen. Sorry dear managers, most of the time the problem lies with upper management, fighting their own battles and using people like Kathy as lieutenants.I've seen it in small and large companies. My only advice: there's no such thing as an easy road up the management ladder. Eat or be eaten (if you play that game).]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373533]]></guid>
        <dc:creator><![CDATA[pivert]]></dc:creator>
        <pubDate>Tue, 19 Oct 2010 06:31:18 -0700</pubDate>
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    <item>
        <title><![CDATA[You're an idiot]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373363]]></link>
        <description><![CDATA[Idiot.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373363]]></guid>
        <dc:creator><![CDATA[drowlfs@...]]></dc:creator>
        <pubDate>Mon, 18 Oct 2010 19:17:55 -0700</pubDate>
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    <item>
        <title><![CDATA[Just being male is misogynist]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373307]]></link>
        <description><![CDATA[What was the wrong word, Kathy or cranky?  There's a site, Mr (Mister, a male, I think) Cranky Rates the Movies. Look it up.  A male being called, or calling himself, cranky. I suppose as an insensitive, male, pig I just don't get it.]]></description>
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        <dc:creator><![CDATA[itadmin@...]]></dc:creator>
        <pubDate>Mon, 18 Oct 2010 16:16:48 -0700</pubDate>
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        <title><![CDATA[RE: Sharks smell blood when a leader is in trouble]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373132]]></link>
        <description><![CDATA[As a manager, I always thought it was my job to support the people who are struggling and help them to learn how to stay on track.  If as a boss you can't do that, you have a problem.  Am I just being old-fashioned?]]></description>
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        <dc:creator><![CDATA[r_cubed_engineering@...]]></dc:creator>
        <pubDate>Mon, 18 Oct 2010 09:35:20 -0700</pubDate>
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    <item>
        <title><![CDATA[How Misogynist?]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373049]]></link>
        <description><![CDATA[Don't just throw and accusation (seen through a gender biased lens) out there and not support it.How is it misogynistic when Kathy was described as previously an effective leader and one who led her team into areas where others (men and women) could not get the job done? I think we all acknowledge that men sometimes need help in the work place and can benefit from coaching and mentoring. Are you saying that women are better and don't ever have problems or need coaching and mentoring so to describe her as &quot;cranky&quot; is somehow demeaning?If the author had described a man's problems, then you probably would have said that it was misogynistic because the article left women out. Look inside for hate and bias first before accusing others of those faults.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373049]]></guid>
        <dc:creator><![CDATA[johnr@...]]></dc:creator>
        <pubDate>Mon, 18 Oct 2010 08:30:25 -0700</pubDate>
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        <title><![CDATA[RE: Sharks smell blood when a leader is in trouble]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373042]]></link>
        <description><![CDATA[Nice Misogynist view making &quot;Kathy&quot; cranky.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373042]]></guid>
        <dc:creator><![CDATA[web@...]]></dc:creator>
        <pubDate>Mon, 18 Oct 2010 08:11:33 -0700</pubDate>
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        <title><![CDATA[Employee Support]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373004]]></link>
        <description><![CDATA[I haven't seen much counselling in my industry. For a long time,  there were enough jobs that finding another position was the solution to managers/peers exhibiting severe problems. In today's contracted economy that option is not so readily available.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3373004]]></guid>
        <dc:creator><![CDATA[d.j.elliott@...]]></dc:creator>
        <pubDate>Mon, 18 Oct 2010 07:45:28 -0700</pubDate>
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        <title><![CDATA[RE: Sharks smell blood when a leader is in trouble]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3372896]]></link>
        <description><![CDATA[I think companies who put the effort to get help in order to understand and rectify the employee's issue or problem is rare and a respectable one.In my ten years of working experience, I have seen very little efforts done by the company's management to understand the employees better. Behaviour changes often viewed as a personality problem that the employee him/herself must rectify without the company's intervention. Aid by peers is welcomed and only on voluntary basis.That is why, I think, psychiatric counseling or coaching is a must in many large companies. Otherwise, the issue will be resolved by applying either Peter or Dilbert principle.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3372896]]></guid>
        <dc:creator><![CDATA[mohdfarid914@...]]></dc:creator>
        <pubDate>Sun, 17 Oct 2010 21:26:20 -0700</pubDate>
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        <title><![CDATA[sarcastic boss]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3371813]]></link>
        <description><![CDATA[Learned some bosses do not have the courage to speak to you directly about issues. They make fun of you to peers at their level, they make sarcastic comments and right away say &quot;just kidding&quot;.  Learn to pick out words of warning from others who may want to warn but will not directly say anything and address all sarcastic remarks right away with your manager.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3371813]]></guid>
        <dc:creator><![CDATA[rni302@...]]></dc:creator>
        <pubDate>Thu, 14 Oct 2010 08:46:57 -0700</pubDate>
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        <title><![CDATA[Sharks smell blood]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3371809]]></link>
        <description><![CDATA[Ever felt that you were in danger?]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/102-337136-3371809]]></guid>
        <dc:creator><![CDATA[CareerCoach]]></dc:creator>
        <pubDate>Thu, 14 Oct 2010 08:21:44 -0700</pubDate>
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