The world places great value on specialization.  Yet, everyone who moves up the organizational ladder must, of necessity, become a generalist. 

Front-line supervisors suddenly discover that they have to prepare budgets and interpret financial information.  They have to:

make salary and promotion recommendations

They must do all of these things with a specialist background that often doesn’t include any of these experiences. 

As managers move up the organizational chart, it’s no longer enough to know how to manage their direct reports.  They must understand:

From Specialist to Generalist, and the book on which it’s based, are designed to help managers at all levels, make the transition from specialist to generalist not by having the answers, but by knowing which questions to ask.  As we stand on the threshold of severe leadership shortages, we need to develop a larger pool of generalists.