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Extra resources for Harvard Business Review - January 2005
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The second incident came just a few months ago, when I was in Singapore. I met with Senior Minister Lee Kuan Yew, the country’s first and longtime prime minister, who has been criticized in the West for his authoritarian rule even as he created Southeast Asia’s most successful state. We spoke for about an hour. He told me about the Vietnam War, about America’s ultimate decision to pull out of the region, and about how that situation related, and didn’t relate, 38 to Indonesia’s and Singapore’s current challenges with religious fundamentalism.
But political skills are essential for a CEO. Dennis neglected to see that he needed other people’s help to succeed at this level and that his test was to prove he was capable of embracing a new culture, finding value in it, and appreciating perspectives other than his own. Dennis was also wrong to expect Harvey to clear away the opposition – or even to point to its existence. Understanding who must be won over to your point of view is a key part of managing the succession process. Pitfalls of CEO Succession Although the company provided a generous severance package, Dennis was angry, contending that he had been misled and used.
Harvard Business Review - January 2005 by Harvard Business School Publishing
by Ronald
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