HOW SHOULD YOU RESPOND IF...?

Your employees are "gaming the system" to achieve the goals required by new performance metrics

You're hired to implement new growth, but your company is set in its old-fashioned ways

You ask a younger employee to mentor a more seasoned veteran, and the relationship turns sour

You've created a new profit center that outperforms expectations, but not everyone in the company is happy about it

Your company's cross-cultural merger runs aground over assimilation

Your new COO, hired for the strength of his entrepreneurship, hasn't done a thing over the course of his first year

How often do you wish you could turn to a panel of experts to guide you through tough management situations? The Manage-ment Dilemmas series provides just that. Drawn from the pages of Harvard Business Review, each insightful volume poses sev-eral perplexing predicaments and shares the problem-solving wisdom of leading experts. Engagingly written, these solutions-oriented collections help managers make sound judgment calls when addressing everyday management dilemmas.

Introduction

  JULIA KIRBY

The Best-Laid Incentive Plans

  STEVE KERR

Welcome Aboard (But Don't Change a Thing)

  ERIC MCNULTY

Too Old to Learn?

 DIANE L. COUTU

The Cost Center That Paid Its Way

 JULIA KIRBY

Can This Merger Be Saved?

 SARAH CLIFFE

What's He Waiting For?

 ROBERT GALFORD

About the Contributors