Navigating through the new leadership landscape

Navigating through the new leadership landscape Navigating Through the New Leadership Landscape B Y R O N G A R O N Z I K , G E O F F N E T H E R S E L L , A N D S C O T T S P R E I E R y all accounts John was an executive whose star was on the rise. The CFO of a growing global consumer products company, he was described as brilliant, a sure bet to become the next chief operating officer. A financial wizard, he had led the organization through its difficult formative years and helped make it an industry leader. He was assertive, aggressive, smart. He knew the industry. He knew the organization. He knew the executive team. What more could you ask for in a successful COO? A lot more, as it turned out.Within months of John’s promotion it was clear something was amiss. Frustration rose. Performance plummeted. John was viewed as rigid and divisive. As one team member noted, he took great delight in “slowly turning his machine gun on different targets in the organization. He was so smart, so detail-oriented, he could nail anyone on anything.” Only http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leader to Leader Wiley

Navigating through the new leadership landscape

Leader to Leader, Volume 2006 (39) – Dec 1, 2006

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Publisher
Wiley
Copyright
© 2006 by the Leader to Leader Institute
ISSN
1087-8149
eISSN
1531-5355
DOI
10.1002/ltl.163
Publisher site
See Article on Publisher Site

Abstract

Navigating Through the New Leadership Landscape B Y R O N G A R O N Z I K , G E O F F N E T H E R S E L L , A N D S C O T T S P R E I E R y all accounts John was an executive whose star was on the rise. The CFO of a growing global consumer products company, he was described as brilliant, a sure bet to become the next chief operating officer. A financial wizard, he had led the organization through its difficult formative years and helped make it an industry leader. He was assertive, aggressive, smart. He knew the industry. He knew the organization. He knew the executive team. What more could you ask for in a successful COO? A lot more, as it turned out.Within months of John’s promotion it was clear something was amiss. Frustration rose. Performance plummeted. John was viewed as rigid and divisive. As one team member noted, he took great delight in “slowly turning his machine gun on different targets in the organization. He was so smart, so detail-oriented, he could nail anyone on anything.” Only

Journal

Leader to LeaderWiley

Published: Dec 1, 2006

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