Page 28 - Executive Warfare

Introduction

he saw an opportunity to stir up doubts about me in my boss’s mind—
and seized on it.
I’d been there three entire days. I had no idea that I even had rivals.And
this was in genteel old Boston, at an old-line company where if you got
in, you got in forever. The John Hancock of that era made the Civil Ser-
vice culture look cutthroat. However, I
was like a foreign bee that had invaded
I DIDN’T a long-standing hive, and the other bees
UNDERSTAND THAT were going to do something about it.
JUST BECAUSE I’D That same unpromising week, one of
NOW HAVE AN John Hancock’s executive vice presi-
OFFICE FIT FOR A dents invited me to lunch. Before we’d
PRINCE, THAT unfurled a napkin, he said to me, “The
DIDN’T MEAN THAT senior officers are taking bets, you
A FEW OFFICES know.”
OVER, THERE “About what?” I asked.
WEREN’T HALF A “About how long you’re going to last.
DOZEN OTHER There’s actually a pool. They’re giving
PRINCES AND ten-to-one odds that you don’t last six
PRINCESSES months.”
THINKING VERY “How’s it going?”
HARD ABOUT HOW “So far, no one’s bet for you.”
TO BLOCK ME, USE I looked at him. “How did you bet?”
ME, OR KILL ME. “I make my bet,” he said dryly, “after
the lunch.”
Even at the time, I thought that was
pretty funny of him, and I laughed.
He bet against me anyway. And lost, because I went on to run the com-
pany, and he eventually worked for me.
I’m actually grateful for that harsh introduction to John Hancock. It
taught me a few essential lessons about what it means to move into higher
management—and fast. That nobody gives you a honeymoon period.

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