Late yesterday Bob, one of my high-flying clients in a listed corporation, called me in a perplexed state. He was wondering about how he could influence others when making decisions.
During the day he had landed in a near shouting match with his favourite direct report, and later with his boss, the chief executive, he had enjoyed ‘one of the best one-on-ones we have ever had’. In both conversations substantial decisions were scheduled for immediate action. Driving home, he couldn’t for the life of him understand why they felt so different, so he called me.