Page 125 - Executive Warfare

Rivals

So, go ahead, ask one, penetrating, smart question of a rival. Ask pre-
cisely the kind of question that a boss might ask.
Of course, you can only play this game for residual strength. It won’t
work if you have big holes in your own portfolio. All the pieces you’re in
charge of will have to be clicking—that’s a given.
It won’t be effective, either, if every time something comes out of your
mouth it’s detrimental to your rival. So, if you happen to be in a meeting
in which a contender reports that she has done something remarkable,
behave like a grown-up. Most people
won’t compliment a rival in front of the
ASK PRECISELY
boss. But when you are in a meeting in
THE KIND OF
which a rival says,“I’m 140 percent over
QUESTION THAT A
my sales projections,” the appropriate
BOSS MIGHT ASK.
response is an expression of respect or
admiration. If you are silent, people
know you’re jealous. Never show you’re
jealous. Not ever. Bite your tongue until it is black and blue first.And make
sure that the compliments are genuine and flow properly.
The truth is, with compliments and questions, what you are really
doing is giving your rivals a performance appraisal in public.You are sub-
tly demonstrating how terrific you would be as their boss—and hopefully,
planting this idea in the minds of the decision makers.

IF YOU CAN’T RESIST A SHOW OF AGGRESSION,
MAKE SURE IT’S LETHAL
Sometimes, however, your rivals will irk you or threaten you enough that
you simply cannot resist shooting at them. I have one piece of advice for
you: If you must shoot, do not shoot to wound. Finish the person off as a
rival.
For example, in New York I once had a rival who was a very smart guy,
a very talented executive. Let’s call him Harry. I had recommended Harry

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