The Leadership Japan Series By Dale Carnegie Training Japan

The S-Curve is a very simple concept.  Over time, a newly promoted employee goes through distinct stages in their performance achievement.  Initially, their performance declines as they grapple with the new set of responsibilities.  Gradually they get the swing of things and start to do well at their new accountabilities.  After a period of becoming comfortable with their role, they start to stagnate as they stop growing. Within these stages are many nuances.  We select people for promotion based on their history and our hope for their future.  We expect that good work and result production in the current role is an important indicator of talent and ability and that these attributes can be transferred into their leadership role.    One of the astounding things about modern business in Japan is that firms abandon these individuals at this point. Puzzlingly, they do not provide their newly promoted leaders with any great assistance to succeed.  The newly promoted are given the baton of command and left to thems