The quick wins paradox

Citation

(2009), "The quick wins paradox", Human Resource Management International Digest, Vol. 17 No. 4. https://doi.org/10.1108/hrmid.2009.04417dad.002

The quick wins paradox

Article Type: Abstracts From: Human Resource Management International Digest, Volume 17, Issue 4

Van Buren M.E. and , Safferstone T. Harvard Business Review (USA), January 2009, Vol. 87 No. 1, Start page: 54, No. of pages: 8

Purpose – identifies the pitfalls associated with the common strategy of senior managers moving to new positions of seeking “quick wins”. Design/methodology/approach – the natural desire for newly appointed senior managers to demonstrate impressive early results, or quick wins, as a means of assuring their superiors of the wisdom of their appointment to the senior position and the establishment of respect among their colleagues is discussed. Focuses on the paradoxical nature of this quick wins strategy as leaders who pursue this strategy may lose sight of their goals and, worse, make mistakes that comprise their ability to lead in the long term. Identifies and discusses the five main traps that leaders can fall into on the way to a quick win and ways that these traps may be avoided. Findings – the five traps comprise: focusing too heavily on details; reacting negatively to criticism; intimidating others; jumping to conclusions; and micromanaging. Concludes that new leaders can escape these traps by shifting their focus from their individual achievements to their teams’ “collective quick wins” and to do this they must communicate a clear vision, develop people’s capabilities, be willing to learn, and pull everyone together to make the group project a success. Originality/value – warns new senior managers of the dangers to look out for when seeking quick wins as a strategy for making an early good impression. ISSN: 0017-8012 Reference: 38AD097

Keywords: Leadership, Senior management, Organizations