A MESSAGE FROM THE AUTHORS
Hello, and welcome to the fourth issue of our Trust
and Leadership newsletter and the third installment
in our "Leadership Dim Sum"
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-Rob and Anne-
Surviving the Porcupine
Intimate is Your Inner Circle?
will take courage to restore investors' faith
month's serving of Dim Sum: A Grudge From the Past
LEADERSHIP DIM SUM, PART III: MEDDLING
do you do about someone who's simply not right for the job?
What if, in your heart of hearts, you really don’t have
a lot of faith in, say, your CFO? You just know from experience
that he’s missed the boat a number of times. But it’s
not purely your call. You suspect that a couple of your colleagues
on the leadership team feel the same way. But the CEO seems
OK with the guy. And his heart is in the right place.
to think about: What can you do about mediocrity at the top?
Should you share your concerns?
you’re a member of the inner circle, you have a responsibility
to your organization to air your concerns. The question is
how. This is a tough one, because there are risks attendant
with being a “whistle blower” or the accuser.
It's even more complicated in this case, because you’re
not revealing a specific wrongdoing.
should probably move forward on the assumption that the person
in question is being supported in their job, and that the
CEO is indeed aware of their limitations, though he or she
may not show it. And the noble course of action is to try
to help the person succeed. (Not by doing their work for them;
steer clear of that can of worms. But by providing information
in a way you feel they best receive it, and by prompting questions,
or concerns, that you feel they may have, but may not be able
upon your role, and your relationship with the CEO, you could
go as far as to talk with him about your concerns, trying
not to “dis” the individual in your conversation.
There’s nothing wrong with asking the CEO, around the
time of a particular event, whether everything is really being
handled in the right way.
fact, however, it’s probably better to do so when the
evidence of under-performance is closer to hand. Just remember,
you walk a fine line in a case like this. You leave yourself
open to question about your motives for questioning the other
person’s ability. Rob’s father used to say, “No
good deed goes unpunished.”
know of a man who was brought into an organization as a regional
head of human resources. (The company had three regional heads.)
One of the other HR directors felt strongly that his appointment
was a bad idea — that he was not suited to the job.
She made no effort to hide her feelings; she didn’t
try to help him succeed. She decided, essentially, that he
was a goner from day one, and she treated him as such.
was, the guy was a bad hire. He wasn’t
happy in his work, and his skills were not a good fit for
the company. But because she acted as judge, jury, and executioner,
her colleagues and direct reports turned on her when he left,
less than a year later. He really shouldn’t have been
brought in to begin with. But she was blamed in part for his
failure because other people in the organization felt she’d
“set him up to fail.”
about you? Have you ever expressed your reservations about
someone's job performance to your company's leadership? How
did it go? Let
WITH THE AUTHORS OF THE TRUSTED LEADER
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© 2003 Robert Galford and Anne Seibold
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