CHAPTER 3
TRUE SELF-CONFIDENCE
When I was a first-level manager more than twenty years ago, I was asked to analyze an acquisition candidate that our company wanted to purchase. I felt confident that I had done a good job with my analysis, which I presented to my boss. Afterward, he called me in to his office to provide some feedback, telling me that I had done an excellent job and thanking me for my thorough work. “So what is the company going to do about this acquisition candidate?” I asked him.
My manager told me that the company was moving ahead with the acquisition. “It's a good candidate, and I think you agree,” he said. And then he told ...
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