Page 144 - Executive Warfare

EXECUTIVE W ARF ARE

Each year this company did a review of all the executives in a division
with five key board members and the chairman. At the review of my
group, a very senior outside director turned to me and surprised me with
two pointed questions: “Does Jerry really know his business? Does he
make his goals every quarter?”
I had to answer “No” to both.
“Well, this is a very key position,” he said. “Don’t you think it’s irre-
sponsible not to fire him?”
Presumably, a slightly horrified expression crossed my face because the
chairman now winked at me. And I instantly knew what had happened.
The chairman had teed up the whole
thing. He agreed with me about Jerry
but didn’t want me to discuss Jerry’s
SIMPLY INSIST, “I
shortcomings with the president
PICK MY OWN
because a cloak of protection would
TEAM.” THAT’S
have instantly gone up around the guy.
BALLSY, BUT IT’S
So now I had to fire Jerry. And the
SAFER THAN THE
one thing I’d been trying to avoid in not
ALTERNATIVE.
firing Jerry—making a lifelong enemy
of the organization’s president—hap-
pened anyway. That taught me a few very valuable lessons. First, to take
my punishment early.What I should have done was get rid of Jerry as soon
as I understood he was unproductive and spared myself this embarrass-
ing hour with the board.
Second, I should have fought for the right person for Jerry’s job rather
than accept someone who was handed to me. I have worked in many
organizations where the kings want to move the players around under-
neath you. Resist. Simply insist, “I pick my own team.”
Now, that’s ballsy, but it’s safer than the alternative. Because if you are
not picking your own team, it’s quite likely that you are going to be handed
some turkeys. When one of those turkeys screws up, you now own the
turkey. It’s not the king’s fault; you are the bad manager.

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