Notes

She is in the process of getting divorced(2002)

INFORMAL POWER : People forgot her formal position because she is present in many projects.
- Political skills: To be able to convince and win allies... --> Allowing her to network and that network allows her to improve her political skills. ... Diversified networks where she started building her network since working in a lower position.
-Intelligence : She took the right decision by not leaving the Head of Transportation unfilled. This means she decided not to follow HR's influence. If they don't want GV to work in this position. No one else can. Therefore, she doesn't lose credibility.

WHAT GREAT MANAGERS DO???
-Reconfigure work to neutralize weaknesses : Use your creativity to envision more effective work arrangements, and be courageous about adopting unconventional job designs.... This happened when she arrived at new company(head of customer service for MediCorp, another large medical supplies company.. A company has lot of problems)

Within a few weeks, she had completely restructured the customer service department by
developing her own vision of the department and by systematically communicating with the
members of her team. Convinced that people aspire to be a part of something that is bigger than
themselves, that they do not only work to earn a salary, and that they need to be guided, and unable
to wait for a corporate vision to come from above, she clearly displayed the values and principles
that were to guide activities in her department. Tamara was convinced that by introducing changes
locally, she would eventually have a global impact.

***She joined MANAGERIAL RETREAT PROGRAM to develop the leadership skills...
She has informal power... then use that to build network and use that network to build formal power.

Then from head of Customer Services, she accepted a position as head of distribution, but*** she found it uncomfortable to work here without expertise.

-FIND EMPLOYEES's TALENTS

With regard to her problems with her team, Steve encouraged her to be firmer and to stand up to
the “recalcitrant employee” by remaining true to herself and avoiding her tendency to try to adapt
to the personality of the people she dealt with, at the risk of “losing herself.”