Chapter 5
The Human Capital Plan
People Who Need People
When Mark was a younger man, he was appointed chief executive officer of a small business by his partners. This seemed to be a natural step in his ascendancy to management glory. After all, he liked people, he had spent many years learning to be a follower, and he certainly knew the deficiencies in the current leadership.
Reality struck a short time later, when all the employees turned out to be subversive enemies of the company, committed to undermining authority, profits, and the firm's stated commitment to client service. Any semblance of a work ethic had obviously evaporated among this younger generation. And the older employees seemed to be marking their time. The staff's apparent ...
