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TALENT MANAGEMENT
by Marshall Goldsmith
Very true, indeed. Think about your own organization. Have you
ever attended a corporate retreat or executive training session
that was titled something like Stupid Things We're Doing That We
Need to Stop Doing?
Or, when was the last time your CEO delivered an internal talk
that focused on his negative traits and his efforts to stop this
destructive behavior? Can you even imagine your CEO (or
immediate supervisor) admitting a personal failing in public and
outlining his efforts to stop doing it?
Probably not.
There are good reasons for this, largely allied to the positive tone
and fast-forward momentum organizations try to maintain.
Everything in an organization is designed to demonstrate a
commitment to positive action - and couched in terms of "doing
something." We will start paying attention to our customers
(rather than stop talking about ourselves). We must begin to
listen more attentively (rather than stop playing with our
BlackBerrys while others are talking).
But let's turn that scenario around. What if, during that sales call,
these salespeople crunch some numbers and realize they were
about to agree to a deal that actually costs the company money
with every unit sold? What if they decided, on the spot, to stop
negotiating and say "no" to that sale? Do they rush back to the
office and brag about the bad deal they avoided?
Now, imagine if Levin had walked away at any point during the
negotiations for this merger. Chances are, we'd never know about
it (or wouldn't give it much attention if we did). Levin certainly
wouldn't have held a press conference to announce the companies
weren't merging. If he had applied the brakes to this deal,
though, his reputation and net worth might have remained intact.