The Energy Equation

Chapter 4Work and the Dimensions of Energy

Some years back I sat down with the CEO of a mid‐sized technology company that had engaged my company to help with its stalled turnaround and its transition toward becoming a large company in a fast‐growing sector. I was directly involved in the engagement, playing the roles of executive coach and organizational advisor. My interviews with a number of company staff and executives provided the fodder for my analysis of the company's situation and problems. I was now with the CEO, whom I will call Mark, to give him my preliminary report and advice. He was particularly interested in what was stalling his turnaround progress so I focused on that.

“Mark,” I said, your company has been around for about 15 years and among your staff you have about 70 veteran employees who have been with the company most of that time. They know your products like no others and much of this knowledge exists only in their heads. Documentation is still pretty sparse, so they hold the keys to the kingdom. As I looked for areas of resistance to your turnaround efforts, I discovered that they informally formed a gang over the years that amassed tremendous power and exercised bully tactics when necessary to get what they wanted. This self‐serving strategy revolved around their own job security, compensation, and comfort. They've been operating covertly and effectively, protecting the status quo. They want you to fail so they can keep things the way they are, and ...