By Efraim Turban
Published in black and white pages.
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Extra resources for Decision Support Systems and Intelligent Systems 7th Edition
One of my larger mistakes was playing racquetball several times a week with Carlos, who worked for one of my direct reports. While we didn't socialize outside of work and confined our nonprofessional activity to racquetball during lunch hours, I learned that my staff was threatened by this and felt the playing field was uneven for others at Carlos's level who didn't have such direct access to the boss. Be careful, then, that knowing your people stops short of befriending them. Before leaving the Law of Intimacy, I want to reiterate that treating people differently makes sense because people are different.
He treated everyone with dignity and decency. He was comfortable in his own skin and with his own laconic manner, and this authenticity served to better connect him to his people. He never hid the truth about how we were doing against our profit plan. While there was lots of pressure from Corporate to gild the lily, he always told it straight about how we were doing in the marketplace against our competitors. And Jim 24 What Exactly Is Leadership? consistently and publicly chose the right course of action over the most profitable one, when those two were in conflict.
46 Relational Leadership But I'm getting ahead of myself. My boss and I first had to convince Rick, PepsiCo's COO, that our intentions were worth the risk of a long strike in Chicago, long a bastion of Teamster support. Because I was no expert on the technicalities of pension plan funding, I was bringing Dan, my benefits guru, to the meeting to join me and my boss in our presentation. When Dan poked his head in my office the day before our meeting, I waved him in and asked if he was all set for the next day's presentation.