By Jeswald W. Salacuse
The main priceless humans in and round an agency are frequently the main tricky to regulate. they're the "elite" - executives, hugely informed execs, traders, board contributors, specialists in serious capabilities and others - whose specified skills or positions supply them strange strength and independence from those that search to guide them. "Leading Leaders" indicates the reader easy methods to boost one-on-one, up-close-and-personal relationships with those movers and shakers and the way to leverage their services for greater choice making.
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On the other hand, a decade earlier, when George H. W. Bush personally telephoned individual foreign leaders many times to build his coalition, the very fact of presidential telephone calls was a sign of respect and deference to those leaders and a message that their participation in the coalition was vital. Each medium has its benefits and costs, its advantages and disadvantages. Visiting each director personally to explain the proposed merger will of course entail significant amounts of the CEO’s time.
In the spring of 2003, Tom Brown offered to buy Matador for $388 million. Foran opposed the offer since he felt that that Matador still had a great potential for growth that the Tom Brown offer failed to take into account. At the board meeting to discuss the offer, Foran was astounded to discover that the other directors were prepared to accept it. In fact, they voted to approve the sale despite Foran’s misgivings. Foran realized too late that he had lost the leadership of his board. He told me, ‘‘As chairman, I thought I had been leading the other directors in the boardroom at our quarterly meetings.
What are those constituents’ interests? 4. How will your desired course of action affect the interests of that person’s constituents and followers? It is through one-on-one encounters that leaders are best able to answer those questions and to create the relationships that address ................. 11459$ $CH2 08-16-05 13:57:27 PS PAGE 26 27 Leading One-on-One other leaders’ interests most effectively. One-on-one leadership encounters occur with many different kinds of persons in many different contexts—with a labor leader in collective bargaining sessions, with an investor in the board room, with an alienated executive on the elevator.