When Liam Geffen was appointed to lead a troubled business unit of a process automation company, he knew he was in for an uphill climb. The extent of the challenge became clearer when he read the previous year’s performance evaluations for his new team. Everyone was either outstanding or marginal; there was nobody in between. It seemed his predecessor had played favorites.
Conversations with his new direct reports and a thorough review of operating results confirmed Liam’s suspicion that the performance evaluations were skewed. In particular, the VP of marketing seemed reasonably competent but by no means a minor god. Unfortunately, he believed his own press. The VP of sales struck Liam as a solid performer who ...
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