
be fired. Except when he did work, he got results. He probably
has the touch. Perkins works his heart out. First in in the morn-
ing and last out at night. He got the best scores in the training
program. But he just doesn’t fit in. This business is not for him.
It’s not working for him and I can’t figure out how to make it
work. How much longer should I give it?
Who or what was at fault when subordinates made mistakes
or performed poorly? Was it the subordinate or the nature of their
business? The new managers understood that subordinates’ ac-
count portfolios varied considerably; some were simply easier to
manage than others. Also luck was seen as signif ...