Which organization do you work for?
This excerpt is from one of the best business leadership books I’ve ever read: The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
“At Opsware I used to teach a management expectations course because I deeply believed in training. I made it clear that I expected every manager to meet with her people on a regular basis.
Then one day, while I happily went about my job, it came to my attention that one of my managers hadn’t had a one-on-one meeting with any of his employees in more than six months. While I knew to “expect what I inspect,” I did not expect this. No one-on-one in more than six months? How was it possible for me to invest so much time thinking about management, preparing materials, and personally training my managers and then get no one-on-ones for six months? Wow, so much for CEO authority. If that’s how the managers listen to me, then why do I even bother coming to work?
I thought that leading by example would be the sure way to get the company to do what I wanted. Lord knows the company picked up all of my bad habits, so why didn’t they pick up my good habits? Had I lost the team? …
