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Articles

Leadership in Practice: Kevin Drollinger of Epworth Children and Family Center

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September 6, 2008
A Conversation with Kevin Drollinger, Executive Director of Epworth Children and Family Center Q:  Can you give me a 2 minute synopsis on how you got where you are now? A: This year is my 30th year in child welfare.  Early on, I was asked to lead a small social service department in Oconomowoc, Wisconsin working for a treatment center for kids with developmental disabilities and emotional disturbance. I did that for a number of years and got several promotions. Then, I headed a small rehab company, speech/occupational/physical therapy services that was a related company to the treatment center.  I...
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Leadership in Practice: Lisa Flavin of Emerson

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June 6, 2008
Leadership in Practice: A Conversation with Lisa Flavin, Vice President of Audit, Emerson Corporation Q:  Can you give me a two minute synopsis of how you got to where you are now? A: My first job out of college was at Ernst & Young. I stayed for about 8 years and left as an audit senior manager.  From there, I went to the Hüls Corporation, a German holding company that had the majority ownership of MEMC here in St. Louis.  I was the CFO for the US holdings. It was an exciting job and I worked there for about 3 years....
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The Peter Principle (Part 2 of 2)

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June 1, 2008
By Rik Nemanick, Ph.D. In our last issue, we reviewed the “Peter Principle” (the situations where competent people are promoted to the point where they are no longer competent) and what individuals can do to avoid falling into the Peter Principle trap. In this issue, we will address what organizations can do to keep from creating the trap. Organizations regularly reward their top technical performers by putting them into leadership roles for which they are not suited or prepared. In making this decision, some organizations take a “sink or swim” approach to finding out if someone will make a good...
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The Peter Principle (Part 1 of 2)

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March 30, 2008
By Rik Nemanick, Ph.D.            Many of us know (and possibly have worked for) someone who seems to have gotten one promotion too many. The Peter Principle holds that, in a hierarchy, competent people are promoted to the point where they are no longer competent, where they remain. For instance, a company might take a star researcher and promote him supervisor, where he fails. What usually happens is the star continues to rely on the skills and talents that made him successful in the last job, rather than recognizing that the new job requires fundamentally different...
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