Let’s say you’re the head of a corporation that has done well over the last quarter-century. It could do better, but who couldn’t? It is profitable. It does better than most, in fact.
However, one of your divisions ranks 130th out of 131 of its kind nationally, and that’s after being in the bottom 10 the year before. What do you do? You remove the manager of that division. No one faults you, not even that manager. It’s expected.
But what if that manager is your child? Then you call audibles. You blame the employees for being too inexperienced. You blame the number of times they called in sick. You blame the ones who would have helped you had they not suddenly left for better professional opportunities to leave you short-handed.
Even though you and your managers are the ones who recruited and hired all those people.
Is that a solution? No, but so what? You’ve been making money for your shareholders for a long time. Your athletic director, er, the chairman of your board of directors, isn’t going to rock the boat.
It’s seven months until kickoff. Good times.
However, one of your divisions ranks 130th out of 131 of its kind nationally, and that’s after being in the bottom 10 the year before. What do you do? You remove the manager of that division. No one faults you, not even that manager. It’s expected.
But what if that manager is your child? Then you call audibles. You blame the employees for being too inexperienced. You blame the number of times they called in sick. You blame the ones who would have helped you had they not suddenly left for better professional opportunities to leave you short-handed.
Even though you and your managers are the ones who recruited and hired all those people.
Is that a solution? No, but so what? You’ve been making money for your shareholders for a long time. Your athletic director, er, the chairman of your board of directors, isn’t going to rock the boat.
It’s seven months until kickoff. Good times.
