By Drew Eisenbeis
In the readings this week there was
an article, “Competing through organizational agility,” that discussed
portfolio agility. While the section in the article discussed a lot of
interesting and key points involving managers needing to base decisions on
logic and data, rather than politics and friendships / loyalty, I thought about
how often managers merge work and friendships in life, where making difficult
decisions to cut off a particular business unit could harm the friendship, but
be great for the portfolio. I was glad the article discussed this briefly in
the example with GE’s CEO Jack Welch.
I would
have liked the article to have gone in to detail on how Welch handled the
situation so as not to appear cold. While, the decision might be cold, the
execution doesn’t have to be cold. I think most people can do their best
efforts to keep work and social separate, but sometimes things happen and
strong friendships are formed at work, and it can be a good thing if it makes
the team strong. But when the leader has to put on the leader hat and make
those difficult decisions, is there a way to have everyone walk away without
any “hard feelings” as a result?
After
researching a couple of articles, I found one that discussed my concern above
called, “How To Fire Your Best Friend”. It is about a manager who has to fire
one of his best friends. I found this article interesting, and wanted to share
it with you because I’m sure as successful managers and leaders we are all
going to have to make a tough choice where we put work and the job ahead of a
friendship, politics, or loyalty to someone who helped advanced our career.
Another article
that came across my radar after reading about manager effectiveness in this
week’s readings dealt with the five biggest mistakes made by managers and
supervisors. I am posting this one because it compliments the other article in knowing
that managers have to put the job over relationships.
Link to article 1:
Link to article 2:
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