So why do it?

Julia Middleton

Chapter Part 2 in Beyond Authority, 2007, pp 18-32 from Palgrave Macmillan

Abstract: Abstract The case against going into the outer circles is compelling. It has to be, given the number of leaders who choose not to do it. They prefer to stay in the space where they have worked hard to build their repu­tation and where they are credible and respected. Maybe they want to enjoy their success. In any case, people who have done it before will tell them that many of the instincts that they have developed within their authority — that they know work and that have become intuitive to them — will become counter-intuitive in the outer two circles. In fact, sometimes they produce the opposite effect. Moving to the outer circles would mean proving themselves all over again. It might not take as long this time, but they will have to do it. Because it’s differ­ent. Indeed, as Ned Sullivan, Chairman of the Greencore Group in Ireland, says: “Not a11 1eaders can do it. Success in the core does not guarantee you wi11 be effective in the outer rims. In fact, not that many are.”

Keywords: Chief Executive; Housing Association; Common Purpose; Outer Circle; Core Circle (search for similar items in EconPapers)
Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-57946-0_3

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DOI: 10.1057/9780230579460_3

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