Clark, my client, stopped by our office unexpected:  “I have good news and bad news. The good news first. . . . A couple of partners and I just bought a small telecom—a spinoff of the division I managed before we all got laid off.”

“Sounds like great news,”  I said.

“Maybe. If we can make a go of it.”

“The bad news?”

the ceo magazine, leadership trust
Chas Klivans

Like you, I’ve been reading about Roger Ailes at Fox News. I have no idea if any of the allegations about him is true.  But I do have an experience — one I’ve kept secret for two decades — that illustrates how different a CEO’s public image can be from his behavior in private.  And I have witnessed how a CEO’s supporters see a completely different person than his victims see.

Cornelia Gamlem and Barbara Mitchell, Authors, The Essential Workplace Conflict Handbook

A common dilemma for many CEOs is whether their team members and the firm’s associates are giving them honest feedback or merely telling them what they want to hear. Are major problems being covered up? Are major problems being solved without making the CEO aware that there was a problem? Are major problems being brought to his attention, and if not, why not?

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