A CEO in need of relationship advice.

• Author: Kaplan, Robert Steven
• Position: What You're Really Meant TO Do - Book review

From What You're Really Meant TO Do by Robert Steven Kaplan. Copyright [c] 2013 by the author. Published by Harvard Business Review Press (www.hbr.org/books).

THE CEO OF A SMALL COMPANY in Madrid came to visit me. He was enrolled in an executive education program at Harvard Business School and wanted to discuss his leadership style. He complained that he often heard bad news too late. "My people come to me with problems only after it is too late to do something constructive to address them," he explained. "I keep telling them they have to come to me sooner, but they still wait too long. What do I do? Maybe I've got the wrong people working for me?"

I asked him about his relationships with his direct reports, and he said that those relationships were very strong.

"Yet your people delay in disclosing bad news and problems to you?" I asked.

"Well, yes, they do," be acknowledged. "But that doesn't mean we don't have good relationships. I like each of them very much, and I think they like me."

"Have they met your wife and family?" I asked.

No, he said, mainly because there hadn't been a company event where the opportunity presented itself.

I asked if they knew about his background, education, interests, and so on.

"I'm not sure," he said. "Do they need to know that?"

"Yes, it might make a big difference," I said. Then I asked him, "What do they know about you that would help them understand you better? Do they know how many kids you have? Do they know your likes, dislikes, and interests? Do they know what keeps you up at night?"

He stopped and thought for a few minutes. "No, I don't think I've ever gotten into that type of conversation with them. Do you think that would be a good idea?"

Before answering, I asked if he ever sought their advice on matters that were worrying him.

Again, he thought about it. "No.," he finally said, "I don't usually seek their advice. Generally, I first decide what we ought to do, and then I speak with them about it. Sometimes I do ask them for tactical advice regarding how we should execute one strategy or another--is that what you mean?

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