Chapter 6: Corporate Culture -The Invisible Hand of the Company Part 6
In the last post, Harry T. Lobo, the high integrity executive we met in Chapter 4 who was demoted after a year as COO, even though from an objective standpoint the company met an aggressive set of revenue and product launch targets. When Harry described himself as exhausted, I asked if the CEO pressured him by calling him at home.
No, he said “the pressure more subtle and psychological, the ‘you’re not really up to it’ sort of thing. Harry described feeling “bruised and battered,” and at times questioning his own competence.
“It’s not as if I’m sitting around not thinking about this day in and day out. If it’s still not good enough how the hell can I possibly improve? How can I be getting this wrong with all the work I’m putting in? But then with me the grit and determination comes in, and I say ‘I’m not going to be defeated by this. How CAN I address some of the issues being raised here?’ It means either going back to what you were doing with renewed confidence to push it a bit harder, faster, etc. Or you could say, ok, I’m doing something wrong here.”
In my opinion, those very qualities that made Harry an effective CEO in his next position – loyalty, tenacity, self confidence – worked against him in this situation. Sometimes, continuing to fight is not the right answer. In hindsight, Harry understands that the CEO’s expectation of 15% growth because “the technology was so great” was not rational. But at the time, when he was in the thick of it, just wasn’t possible to take that longer perspective.