A news story the other day included a list of a certain CEO's business activities, all on top of his "day" job: part-owner of a golf course, a hunt club and a new marina, each in a different part of the country; silent partner in his son's startup venture; prime mover behind a regional ski resort development; and boutique winemaker at his country estate, where he was also active in the local film festival.
The general tone of the article was respectful, even fawning.
The following week, after the release of quarterly earnings, the CEO's company's stock price fell almost 10 percent. The same newspaper reported this without once drawing the connection between the company's poor performance and its CEO's very full dance card.