CHAPTER 3

Why We Follow

The Power of Transference

I GOT INTO A CONVERSATION with George Raymond (not his real name) on a flight to London on my way to teach a seminar at Oxford on coaching leaders. George is a thirty-four-year-old leader of a technical team in a large media company. He tells me his boss is a bureaucrat who doesn’t listen to good ideas, even when they’ll save money. The boss wants to be admired, told that his ideas are great, but George just sees the boss as an obstacle, an evil. George describes his own team as a collaborative community where information flows easily, where he leads within the group, not above it. George grew up in a family where both parents were professionals, but his close ties were with friends and brothers, ...

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