Bronwyn Fryer

«En qué parte de la Tierra es ¿eso?» Se preguntó Mark Landstad en voz alta. Escaneó una vez más el mar de archivos de la carpeta maestra de su predecesor en la red de la empresa. «¡Sé que debe estar por aquí en alguna parte!»

jKfpiGy5pw5Q/hXc8ph3w95d8fgwuZUIRpG1PYKmOmq/YcLVjzDBda1uVOFihtn6FJQ/DNjtKUf8Ve/pV9Os5jmecMj8VWIdffc1g3lym/WrR3Y2T8tQitzaesBn+G0CAhaJpgNmuJhthkyvWKXZxg==

Reprint: R0811A
Mark Landstad, relatively new to CliffBank&#8217;s investment banking division, has a veteran teammate, Nicole Collins, who appears to be a reliable ally. However, when Mark needs her help in locating vital information for his part of a presentation they will be doing together, she feigns ignorance. During the meeting, Nicole produces the data out of the blue and wows the attendees with her analysis. Knocked off balance by the sabotage, Mark clumsily seeks advice from his boss, who is a brick wall when it comes to interpersonal dynamics. How should Mark deal with his backstabbing colleague?
Maggie Craddock, president of Workplace Relationships, classifies Mark as an anxious pleaser, one of four power styles identified by her firm&#8217;s research. She surmises that Mark is actually sabotaging himself and recommends that he address his dilemma by first examining his own modus operandi.
R. Dixon Thayer, former CEO of I-trax and himself once the victim of coworker sabotage, has empathy for Mark. However, he criticizes Mark&#8217;s hasty, open-ended way of approaching his superior. Thayer lists four &#8220;rules for boss engagement&#8221; that Mark should follow, beyond proving that his sneaky colleague won&#8217;t stop him from getting results at CliffBank.
Deborah Kolb, of the Simmons School of Management, contends that Mark does not yet understand his division&#8217;s culture well enough to know whether Nicole&#8217;s behavior is the rule or the exception. Only by overcoming his political and interpersonal naivet&#233;, she argues, can he learn how to negotiate relationships in his new setting.

When Your Colleague Is a Saboteur

Reimpresión: R0811A Mark Landstad, relativamente nuevo en la división de banca de inversión de CliffBank, tiene una compañera de equipo veterana, Nicole Collins, que parece ser una aliada de confianza. Sin embargo, cuando Mark necesita su ayuda para encontrar información vital para su parte de una presentación que van a hacer juntos, finge ignorancia. Durante la reunión, Nicole obtiene los datos de la nada y sorprende a los asistentes con sus análisis. Perdido el equilibrio por el sabotaje, Mark busca torpemente el consejo de su jefe, que es una pared de ladrillos en lo que respecta a la dinámica interpersonal. ¿Cómo debe tratar Mark a su colega traidor? Maggie Craddock, presidenta de Workplace Relationships, clasifica a Mark como una persona ansiosa que complace, uno de los cuatro estilos de poder identificados por las investigaciones de su empresa. Ella supone que Mark en realidad se está saboteando a sí mismo y le recomienda que aborde su dilema examinando primero su propio modus operandi. R. Dixon Thayer, exdirector ejecutivo de i-Trax y que alguna vez fue víctima de un sabotaje entre sus compañeros de trabajo, siente empatía por Mark. Sin embargo, critica la forma apresurada y abierta de Mark de acercarse a su superior. Thayer enumera cuatro «reglas para la participación del jefe» que Mark debe seguir, más allá de demostrar que su astuto colega no le impedirá obtener resultados en CliffBank. Deborah Kolb, de la Escuela de Administración de Simmons, sostiene que Mark aún no entiende la cultura de su división lo suficientemente bien como para saber si el comportamiento de Nicole es la regla o la excepción. Solo superando su ingenuidad política e interpersonal, argumenta, podrá aprender a negociar las relaciones en su nuevo entorno.

Cuando su colega es un saboteador

Reprint: R0811A Mark Landstad, relatively new to CliffBank’s investment banking division, has a veteran teammate, Nicole Collins, who appears to be a reliable ally. However, when Mark needs her help in locating vital information for his part of a presentation they will be doing together, she feigns ignorance. During the meeting, Nicole produces the data out of the blue and wows the attendees with her analysis. Knocked off balance by the sabotage, Mark clumsily seeks advice from his boss, who is a brick wall when it comes to interpersonal dynamics. How should Mark deal with his backstabbing colleague? Maggie Craddock, president of Workplace Relationships, classifies Mark as an anxious pleaser, one of four power styles identified by her firm’s research. She surmises that Mark is actually sabotaging himself and recommends that he address his dilemma by first examining his own modus operandi. R. Dixon Thayer, former CEO of I-trax and himself once the victim of coworker sabotage, has empathy for Mark. However, he criticizes Mark’s hasty, open-ended way of approaching his superior. Thayer lists four “rules for boss engagement” that Mark should follow, beyond proving that his sneaky colleague won’t stop him from getting results at CliffBank. Deborah Kolb, of the Simmons School of Management, contends that Mark does not yet understand his division’s culture well enough to know whether Nicole’s behavior is the rule or the exception. Only by overcoming his political and interpersonal naiveté, she argues, can he learn how to negotiate relationships in his new setting.

Cuando su colega es un saboteador

Resumen.

Partner Center