“I’ll have to get back to you on that” (Lane). This very common statement is uttered in the workforce everyday when the recipient of a question does not know the correct answer. Information is readily available, so as long as the person finds the correct answer and delivers it in a timely manner, there should be no problem. The fact that this statement is the opening paragraph of the web article in question is a serious problem. The notion that a CEO would rather have uncertain or incorrect information immediately, rather than concrete information at a later time is completely unfounded. “In other words, you don't know and didn't do your homework. Welch fired one vice president who gave that answer several times during a presentation” (Lane). We must be careful not to create an environment such that our subordinates fear us; the difference between fear and respect is divided by a fine line, but the two need not be confused.
Imagine your best employee, Bobby Doe, giving another perfect presentation, and at the end of the presentation he opens the floor for questions. The COO asks Bobby a technical question requiring thought and a little research. Bobby remembers his former boss who was fired for not knowing a similar answer. Placing oneself in Bobby’s shoes, one might consider making something up or lying in fear of reprisal. This may seem like an insignificant fact, but if the CEO’s decision making process was in jeopardy, the company may decide to pursue something unprofitable. It is absolutely imperative that information be accurate for a company to maximize revenues, because the stock-holder’s payday is what keeps the CEO off the unemployment list.
Strangely enough, “Yahoo! HotJobs” published another article titled Earn a Promotion in a Year by Margaret Steen containing successful methods to earn more money; it tells you how to get your bosses job (Steen). “Start doing the job,” and “Help your boss succeed,” are the keys to earning a higher paycheck (Steen). Both of these statements directly contradict the idea of firing someone for telling you that they’ll have to get back to you on some uncertain information. Start doing the job is just another way of saying take on some of your boss’s responsibility. As his workload lightens he will notice that your performance is the cause, and you should be paid more because of this. Not seeing the connection? Well, if you are acting like your boss, doing the job of your boss, and your boss happens to be the CEO, then it is inconceivable that you, as the CEO would create an environment that questions the integrity of your workforce. Why should he be any different? Also, telling the CEO that you require additional information is helping him succeed, and helping your boss succeed will pay everyone more money. An employee’s integrity and ability to deliver timely, accurate information is the key component to maximizing profits – the ultimate goal of every corporation.
Moreover, punishing someone for not being prepared for a question is absurd. When in this position, it is important to swiftly write down the question, apologize, and tactfully request a means to return the answer as soon as possible. If this sequence is professionally executed, no CEO should question the ability of that employee to do their job; accurate information is far more important to the company’s well-being. Managers must require the respect of their employees and also need to know the difference between demanding respect and fostering an environment where reprisal is feared. People can make poor decisions when they feel that their well-being is in jeopardy, and in the business world a liar is far worse than an idiot.
Works Cited
Lane, Bill. "Yahoo! News." U.S. News & World Report. 4 Things You Should Never Say to the CEO. 2008. 02 Mar 2008.
Steen, Margaret. "Yahoo! HotJobs." Earn a Promotion in a Year. 2008. 02 Mar 2008.
An experiment for next essay....why did I refer to the CEO as a man all the time?
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