My normally cheerful client Brian* was aggravated. He’d been assigned to find productive work for Jason*, a new hire. The problem, he said, is that “we can’t give Jason a project because he doesn’t know how to do anything at all.”
Jason had polished manners, an Ivy League education, and a distant family connection to the CEO. Brian’s boss had recruited Jason from his last job, where he’d maintained a fairly high profile as a “senior policy advisor.”
“Does he really not understand those policy issues?” I asked.
“Oh, he knows the issues alright,” Brian said. “But that’s irrelevant because he can’t do anything. We’re going to have to find a way to let him go.”
It turned out that Jason had enjoyed one of the last ...