CHAPTER 2
RIDICULOUSLY IN CHARGE
Recently I was discussing similar people issues with another CEO. I asked him why he thought those problems were there. He talked about some reasons, most of which had to do with the various players involved, and also the constellations of a few teams. But then I asked him a simple question.
“And why is that?” I asked.
“What do you mean? I think it is the reasons I just said.”
“I know the reasons you said, but why do those reasons exist?” I continued.
“I don’t get it. . . . What do you mean?” he asked further.
“Who is the leader? Who is in charge of the culture? Who is in charge of the ways that it is working, the fact that all of that exists?” I pushed.
He just looked at me, and nodded. “I am,” he said.
“So what ...
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