Issues & Observations
Robert A. Goldberg
One of my consulting firm's clients, who is in the liquor industry, questions whether his new employees have the spirit. He says he taps into his subordinates during meetings. He asks them to make a case for their requests and brusquely asks them to cap it off. Another client, a senior executive of a department store chain that sells clothing, wonders whether the people on his management team fit together. Still another client, an executive of a high-tech company that links analog-based equipment to digital machines, speaks of mixed signals among departments and wonders whether the executive team is sufficiently connected to the business.
I pay close attention to the ways ...