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 ofï¬cer. A ï¬nancial wizard, he had led the organization through its difï¬cult 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 Johnâs 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 âslowly turning his machine gun on different targets in the organization. He was so smart, so detail-oriented, he could nail anyone on anything.â Only
Leader to Leader – Wiley
Published: Dec 1, 2006
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