|
The Case: The
Candidate |
|
Dave wanted
power! He had labored to rise through management
ranks, to a vice-presidency at his major
computer company. Now, in his forties, he
was ready to go for CEO. But there were two
other competitors for the top post. Should he
take them on? |
 |
The Players
Dave, a 42-year-old vice president at a major computing company. Strong and well-liked, he is thought of as a serious contender for the top spot.
Jonathan, 44, another contender for the CEO position, is a quiet and sometimes hard-to-read man with a reputation for toughness. Nonetheless, he is highly respected for his effectiveness. |
 |
 |
 |
The Problem
While technically excellent and a competent
manager, Dave didn't know whether he could not
only survive but emerge victorious in this dog
eat dog company. The reigning CEO’s style of
pitting one executive against another was
legendary; boardroom survival of the fittest! If
Dave didn't rise in the company soon, he'd have
to leave. There would be a big hit to his
reputation. The stakes were high.
We did a full analysis of Dave’s training and
personality to use as a baseline. We told him
that the best results would come if we
understood his weaknesses as well as his
strengths. He shared everything with us. Then we
compared his data with the information we
gathered about the competitors.
One man could be ruled out fairly quickly. His
relationship with the present CEO had always
been shaky, and his division had done poorly for
three consecutive quarters. These two factors
essentially doomed his candidacy. But the other
contender, Jonathan, was problematic. He was
known as a quiet man but a tough competitor. He
had previously been a CEO himself, having sold a
company in an allied field to the corporation he
now worked for.
Was Jonathan’s reputation as a stealthily
powerful operator and tough competitor
warranted? If so, what did it mean for Dave?
We gathered data about Jonathan from public
sources. We studied how he had developed,
managed, and then sold his previous company. He
was secretive, and learning about his personal
life was difficult. We interviewed people who
had known him, and made it our business to
attend meetings at which he spoke, and meet him. |
|
|
|
 |
The Smart Relationship Insight
Soon we had our portrait. Jonathan was a downright
vicious competitor. The black sports car he
drove and the blonde he lived with were not
empty symbols. His reputation was backed with
solid accomplishments going back to high school,
exceptional connections within and outside the
company, excellent training, and an unstoppable
drive to succeed. Dave was no slouch: he had
some of these traits, but nowhere near the whole
package. In addition, he had certain weaknesses
from a difficult childhood that left him feeling
vulnerable in tough situations.
We believed Dave would get his head handed to
him in a direct competition with Jonathan, and
counseled a different course. We also suggested
that he do some work on the personal weak spots
he had uncovered. |
|
|
|
 |
Outcome
Dave took our advice, and did not take on
Jonathan, who indeed became CEO and nationally
known in tech circles. Instead, we suggested
that Dave ally himself with Jonathan well before
Jonathan’s assumption of the top post,
increasing his chances for success in his
administration. He strengthened his resume by
taking on added responsibilities. After two
years Dave became vice president at an even
larger tech company, where he flourished, before
assuming the presidency of a medium-size public
company on the other side of the country.
He reports enjoying the leadership role, and now
feels genuinely prepared for it. He also says
the stock options in the company, issued to him
just after the shares had declined, have also
made him a very happy camper. |
|
