From Good Boss, Bad Boss, are you a “Hector” or a “Corey?”
Hector spent hardly any time talking to his people and showed little interest in their work or careers.
Hector ignored his team for long stretches and then—at seemingly random intervals—rushed in and demanded that everyone work on some urgent project. To paraphrase one SPaM member, “Every now and then, he would ride in on his white horse, lead a charge, kill the enemy, declare victory, and gallop away. Then we wouldn’t see him for a while.” People at SPaM got fed up with Hector’s antics and gave him low marks on the employee attitude survey.
To management’s credit, they moved Hector to another job and made Corey the boss.
Corey used a different style. He listened to his people, worked with them to uncover their skills and hopes, and labored to land projects they would enjoy and would bolster SPaM’s reputation. The first years were tough. SPaM had trouble getting good work, an early project failed, Corey made a hiring mistake, and some executives questioned whether HP needed SPaM at all. But Corey persisted, helping his people develop new skills, learn from setbacks, and grow a group of loyal clients inside and—eventually—outside HP.
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