Chapter Seven. Create Significant Relationships Between Bosses and Subordinates
IN THE LATE 1980s, I had a lunch meeting with a Fortune 500 CEO whom I had never met. When I sat down at the table he turned to his associate and snarled, “So this is the book writer.” It was not a compliment. He then grabbed my left forearm, pulled me close, and said, “In the year I’ve been here I’ve fired every executive but one. And now what I want to do is kill all those leeches, and I want you to tell them that.” He was referring to his employees.
This man was abusive to me, and we were total strangers. We had no history, no animus, no relationship of any kind. There is no question what his style of leadership (and I use that word loosely) will produce in his subordinates—fear, ...
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