Page 97 - Executive Warfare

Peers

You have to realize that whenever you propose a new fund-raising idea,
a new curriculum for the undergraduates, a new product, or a new acqui-
sition, your boss is looking at you through narrowed eyes thinking,“I need
your drive, but I wonder if your ambition isn’t making you irresponsible.”
So I almost never introduced my big ideas to the boss myself. Instead,
I would take one of the consiglieri aside and consult him.
“Look, I have this product idea,”I might say.“What do you think?”And
if he approved, I’d then say,“Well, if you happen to meet with the boss in
the next week or so, would you mind mentioning it to him?”
The consigliere is soon sitting with the boss and saying,“You know, the
people in the retail division are thinking about something new, and it
looks like a pretty good product.”
Get one of your peers to break the ice
for you this way, and you’ll find that
GET ONE OF YOUR
when you walk into the boss’s office
PEERS TO BREAK
three weeks later to make your pitch, you
THE ICE FOR YOU,
are far more likely to get a positive recep-
AND YOU’LL FIND
tion—first, because the boss has heard
THAT WHEN YOU
the idea from someone he trusts, some-
WALK INTO THE
one who has no business agenda, and
BOSS’S OFFICE TO
second, because the boss is pleased with
MAKE YOUR PITCH,
himself for being so ahead of the game.
YOU ARE FAR MORE
Use your peers in this way and they
LIKELY TO GET
can have a lot of influence on your suc-
A POSITIVE
cess. Let’s make no mistake about it, you
RECEPTION.
are using them. They are carrying your
water on important decisions. But it’s
also good for them because it allows them to demonstrate to the boss how
ahead of the curve they are. Classic washing of each other’s hands.
The key thing to understand is that such a relationship only works if
you are willing to be generous with the credit for your great idea—and
not just at the awards dinner, either.

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