A flattering article on an up-and-coming executive appeared in the business pages, followed by copycat stories in other media. When I complimented the boss on cultivating what seemed to be an extraordinary young talent, she looked me straight in the face and shook her head. "A major, major mistake. I never should have promoted him," the CEO said. "But I had no choice he was the best manager in that position we've ever had."
The litany of complaint that followed sounded like a laundry list of executive hubris. The newly-promoted one "my NPO, I call him," said the CEO, wryly had spent the first 90 days of his "administration" rearranging every aspect of the office, from where the assistants sat to how they answered the phone. He shifted the responsibilities of the managers under him without regard for company protocol. He became assiduous in seeking media opportunities, and in interviews hyped his achievements beyond recognition. And he'd seemingly forgotten everything that had earned him the promotion in the first place.
"I feel like just getting rid of the guy," the CEO said, but was constrained by the cost and the disruption, not to mention the possibility of a legal dispute.