Chapter Three
How We Differ in Trusting
John, a senior executive at a technology company, ran a business unit with about ten thousand employees. He was well regarded within the company as a man of high integrity and ethics, someone who had worked for the company for about twenty years. After a series of promotions, he reached this senior role as the pinnacle of his career. It also marked his downfall. Within a few years, John had failed in the job and was forced to take a demotion, largely because he could not learn how to trust.
John had a good handle on his operation. He knew the business well; he was smart, very well organized, and extremely detail oriented. It didn't take long, however, before some problems with his leadership style emerged. ...
