Leadership and Real Leadership
Did you ever go into a meeting knowing you were going to be fired? Did you ever go into a meeting NOT knowing you were going to be fired? What about a meeting to plead for your job?
When Jeff Kindler, the CEO of the world’s largest pharmaceutical company learned he was at risk it was only 24 hours before he had to sit before three board directors to speak up for himself. He talked as only a lawyer can, about his accomplishments. It was not going to be enough.
BIG QUESTION: How could he have not known there were “mosquitoes in paradise”?
The word at the company was that Kindler was an awful leader. He micromanaged, berated subordinates, brought his senior team to relational paralysis.
Kindler was given the opportunity to resign. No matter how you slice and dice it, he was fired. He is the perfect example of a denier; one of the most toxic behavior patterns in the workplace. Deniers cause havoc. Remember the captain of the Titanic who, when warned of the iceberg ahead said cavalierly, just steer around it, no big deal here.
If you want the “full monty” about what happened at Pfizer please read the extremely well done article in Fortune magazine, please click here to read article.
Right now, I want to focus on the deadly impact of deniers in positions of power. In “Don’t Bring It to Work” the 13 most common behavior patterns found in the workplace are revealed. They each cause havoc by keeping the “GOTCHA GAME” of office politics constantly recycling.
Deniers refuse to heed warning signs that might upset the status quo. They keep poor quality workers on the job, often as their key people. In Kindler’s case it was the head of human resources. Warning sign: deniers like to keep a few trusted allies close and they become the gatekeepers.Continued on the next page