The relationship between talent and management is uneasy, at best.
We both got caught on making a bureaucracy work on things that were much bigger than that which they had ever worked on.
I pick up the details that drive the organization insane. But sweating the details is more important than anything else.
Being president of too many well-meaning organizations put my father into an early grave. The lesson in this was not lost on me.
People were expecting Rouge to go bankrupt, so there was a lot of anxiety. The corporate culture problem was even worse than in Russia. And at the same time, the work rules were more difficult.
It's mind-blowing that I have to pay attention to every little detail. But it's my name. It's TanaCon. And if anything bad happens, bad security or whatever, it's on me. So, I've been putting my heart and soul into making this the best that I can.
Almost nothing can make you more miserable than when your company is struggling, and only then do you realize that this is exactly when it's almost impossible for a CEO to quit.
Al Qaeda is not the organization now that it was before. It is under stress organizationally. Its leadership spends more time trying to figure out how to keep from getting caught than they do trying to launch operations.
If you really want to kill morale, have layoffs every two months for the next two years.
