 Follow Well, Lead WellEbenezer C. Ikonne Chapter Chapter 9 in Becoming a Leader in Product Development, 2021, pp 185-206 from Springer Abstract: Abstract I sat at the lunch table in shock. I could not believe what the senior executive I was having lunch with was telling me. I had gone to lunch thinking this executive would recognize my excellent work and tell me how well I was doing. But I could not have been more wrong. The executive let me know that my newly appointed leader, Chidibere, found it challenging to work with me. Chidiebere complained that I responded with much hesitation and reluctance whenever he asked me to provide information or follow up on a task. Chidiebere had begun to wonder if the firm was still the right place for me. I could not believe that Chidibere had come to this conclusion. How did I get here? First, other leaders, many of my peers, and the teams I supported trusted and respected me. Second, I had a track record of getting things done, and I rarely caused any trouble. Third, even though I often had strong opinions on how we could improve as a business, I found (most of the time) respectful and non-disruptive ways to share my opinions. Finally, many people in the firm looked up to me. And yet, despite my stellar reputation and work history, I now found myself on the proverbial chopping block. What had gone wrong? Date: 2021 There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-1-4842-7298-5_9 Ordering information: This item can be ordered from DOI: 10.1007/978-1-4842-7298-5_9 Access Statistics for this chapter More chapters in Springer Books from Springer |
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