Girish* is a client of mine who runs a 500-million-dollar business. He gets stellar reviews and is seen as a high potential successor to the CEO.
But he has a friend problem.
Several of his direct reports are close friends and he doesn’t hold them accountable in the same way he does his other direct reports. Often, they don’t do what he asks. And they aren’t delivering the results he expects. It’s hurting his business and his reputation.
When I speak with others on his team about the situation, they see it clearly and resent Girish’s friends. They don’t understand why Girish allows his friends to take advantage of him. And they feel demotivated and disengaged by Girish’s apparent unfairness.
But when I speak with Girish about it, he doesn’t see it at all. He’s filled with empathy for his friends’ struggles, which makes perfect sense since he cares deeply about them. But he’s blind to the damage they’re doing to him and the company.
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