Leadership Transitions: The Watkins Collection (4 Items)

the firm opinion that “letting ‘Jones’ run things might not be the

right way to go.”)

Even more troubling, as David tried to implement his ideas, he

experienced a noticeable and worrisome chill in his relationship

with the CEO. Previously, the CEO had reached out to him fre-

quently. But increasingly, the onus was on David to initiate conver-

sations. Their discussions had become both more formal and more

formulaic, as the CEO increasingly stressed the importance of the

launch of the next-generation turbine—indirectly suggesting that

the product rollout should take precedence over efforts to improve

processes. The CEO also deflected discussions about when David

would begin to run his own internal operational meetings.

The Onboarding Challenge

As David J ...