A successful longterm career match is a dual-edged sword, requiring substantive contributions on both the employee’s and the employer’s part.
By Norm Spitzig
Why is it that relatively few managers can work—and succeed—in the same company for a long period of time, while the majority cannot and do not? Conversely, why is it that a good number of businesses, given their history, tradition, culture and/or governance structure, cannot keep—or choose not to keep—a manager who has the talent, temperament and desire to successfully manage their operation for a long period of time? This issue is clearly one that, properly understood, can be of significant value to businesses of all types and sizes as well as the many managers who operate them.
“Adam” has worked for four different companies over the past decade. While all of his employers would readily agree that he is a talented, hard working and caring employee, Adam clearly hasn’t yet found that right career “fit.” Why not? Who bears the responsibility in this matter? Adam or his employers? Clearly, a successful longterm career match is a dual-edged sword, requiring substantive contributions on both the employee’s and the employer’s part.