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  • Casual Articles - Executive Performance-Who's to Blame for Incompetent Managers

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    uccess depends on putting the right people in the right positions. It’
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    A recent article in the Wall Street Journal raised the question: Who’s to blame for inept managers?

    The answer, of course, is the superiors who hire or promote them -- but not because they intentionally select or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’s

    Career Planning: The Step Ahead
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    to blame for inept managers?

    The answer, of course, is the superiors who hire or promote them -- but not because they intentionally select or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’

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    ors who hire or promote them -- but not because they intentionally select or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’
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    ct or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’
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    uccess depends on putting the right people in the right positions. It’s easy to blame a manager’s poor performance on his or her boss, but more often than not, managerial incompetence isn’t obvious to superiors. Instead, fault lies with the systems used for evaluation and the alternatives available for dealing with performance failure.

    Despite th

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