Page 62 - Harnessing the Strengths

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DILEMMA 1:

LEADING VERSUS SERVING

Challenge
Peter Webber does not have it easy in his new function as
CEO of the EMEA region (Europe, Middle East, Africa)
and India for Cloverpill, an international pharmaceutical
company. His most important assignment is to create a
more global approach in his business. That is not simple
for an organization that was previously split up by coun-
tries. Most of the old country managers from the biggest
markets, including India, are sitting on his new team. Peter
quickly discovers that his team members are frustrated by
their diminished roles. And, as if that was not enough, the
team seems to have different expectations with respect to
his role as a leader. The northern Europeans want to be
involved in all important decisions; the Germans, rather
tellingly, value detailed job descriptions; and the managers
from the Latin countries and India expect decisive action
from the top with a minimum of discussion. Which man-
agement style should he, in heaven’s name, use? A style
that would work well with one part of the group would
weaken his credibility with the other parts. A catch-22.

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