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Why External Diagonal Career Moves are Rare
An external diagonal career move occurs when someone moves into a more senior or broader role in a different organisation in either the same or a different industry. For example, if a Marketing Manager in an organisation moves to become a General Manager or Chief Operating Officer or CEO in a different organisation, I call this a diagonal move. They are rare. Most of the time people move either vertically or horizontally.

Other divisional manager Related Articles

Is This What PRs All About
Could be because so many managers badly need to do something both positive and meaningful about the behaviors of those important outside audiences of theirs which MOST affect the departmental, divisional or subsidiary unit they manage.
Headknocking Brick Walls and Whats a Manager to Do
Sometimes, when a middle manager tries to express his view about a new strategy or goal, senior management can close their ears. After all, what would this middle manager know? So, what can a Manager do? There are courses of action one can take.

Making Customers More Than Your Top \"Priority\"
Recently, my firm was conducting training at a regional sales meeting of a big conglomerate. Our goal was to establish cross-divisional lead-sharing as a part of the company culture and to get everyone to understand how big of a win-win that practice can be.
Re Engineer Yourself To Be A Manager
These articles come in a six part series: 1) The essence of managing 2) Re-engineer yourself to be a manager 3) How to go from employee to supervisor in 6 months 4) How to go from supervisor to entry level manager in 6 months 5) How to go from entry level manager to mid level manage in 6 months 6) How to go from mid level manager to top-level manager in 12 months

The Essence Of Managing
These articles come in a six part series: 1) The essence of managing 2) Re-engineer yourself to be a manager 3) How to go from employee to supervisor in 6 months 4) How to go from supervisor to entry level manager in 6 months 5) How to go from entry level manager to mid level manage in 6 months 6) How to go from mid level manager to top-level manager in 12 months

How To Go From Employee To Supervisor In 6 Months
These articles come in a six part series: 1) The essence of managing 2) Re-engineer yourself to be a manager 3) How to go from employee to supervisor in 6 months 4) How to go from supervisor to entry level manager in 6 months 5) How to go from entry level manager to mid level manage in 6 months 6) How to go from mid level manager to top-level manager in 12 months

How To Go From Supervisor To Entry Level Manager In 6 Months
These articles come in a six part series: 1) The essence of managing 2) Re-engineer yourself to be a manager 3) How to go from employee to supervisor in 6 months 4) How to go from supervisor to entry level manager in 6 months 5) How to go from entry level manager to mid level manage in 6 months 6) How to go from mid level manager to top-level manager in 12 months

Leadership Tips for the Manager Who is Too Easy
The Plant Manager was becoming increasingly frustrated. His production manager was struggling to meet plant performance targets and was not getting his team to take ownership of achieving results. The initial diagnosis was that the production manager was being too easy on his team. As with most management problems, only two or three behaviours cause the majority of aggravation and frustration. Here we examine how to help an easy-going manager achieve what needs to get done.
21 Undisputed Rules for a Leader of the 21st Century
Working with organizations for the last two decades across the globe, I have derived 21 undisputed qualities of a leader (not a manager). Sharing with community of at least 42 countries I have learn that leadership is everything (not managerial effectiveness). A leader can be a manager but a manager cannot be a leader.
Leaders Go First
The CLEMMER Group did an extensive assessment with a divisional manager to diagnose the strengths and weaknesses within his division and implement a major change and improvement process. Our assessment report showed that the problems in the division's customer service, quality, and productivity could be traced to one cause - the management team was dysfunctional. They were technicians and managers, not leaders. Their individual and collective leadership was weak. After reviewing the report with the division manager, we planned an off-site retreat with the management team to review the report and establish action plans.

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