Though most of the CEOs he knew dreaded the ritual, Rich enjoyed doing performance reviews for his staff members. In fact, he insisted on doing them every quarter, believing that letting more than three months go by between formal feedback sessions was irresponsible. And because busy travel schedules and increasing demands on everyone’s time made informal feedback harder than ever, Rich came to value these sessions more and more. Even when the news he had to deliver was not particularly good.
Such was the case with Jamie Bender.
Rich was not about to mince words with Jamie, and over the years he had learned that taking quick action in situations like this was always better than delaying the inevitable. With a performance review ...