Page 237 - Executive Warfare

Culture

tend not to stay for long. Boston Globe columnist Steve Bailey put it this
way:“Sitting at Ned Johnson’s right hand has always been one of the most
dangerous jobs in Boston....” Meanwhile, Ned’s daughter Abigail is at
Fidelity and possibly waiting in the wings. Whether or not she winds up
running Fidelity, my point is that this is a very tough place for senior non-
Johnsons. One day you are eating caviar there. The next day you are eat-
ing curb.
Keep your eyes open to the culture in which you are working, and make
sure that it won’t reject you unjustly. In certain businesses, clashes between
strong executives and the organizations that employ them are a part of
life. If you work at a movie studio or are a professional sports coach, it’s
practically a badge of honor to be fired now and then. In corporate life,
though, if you are fired within three years of joining an organization, your
career can really be hurt by it.
Be sure also that the culture of your organization allows for forward
motion—that it will give you the opportunities you deserve. If not, make
a deft exit as soon as you can.

DO NOT BECOME A CULTIST
Far worse than failing to understand the rules in a good culture or failing
to be rewarded in a poor culture is being co-opted by a really bad one.
Some cultures devolve into cults
because of the force of the CEO or
SOMETIMES A CULT
founder’s personality. Sometimes a cult
OF PERSONALITY
of personality makes an organization
MAKES AN
successful. There’s no question that
ORGANIZATION
Richard Branson is the Virgin Group
SUCCESSFUL.
and Steve Jobs is Apple, and their per-
sonalities infuse and inspire their busi-
nesses. But other times the darker side of a personality rules, and the
outcome is less positive.

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