How three clients mastered ambiguity
Randy White and Sandy Shullman feature the stories of three clients of the Executive Development Group in their article, “Build Leadership’s Tolerance for Ambiguity.” Read it all in this month’s CLO Magazine
We have a serious problem at the Food and Drug Administration and the President would like to know if you’d take over,” came the request in an after-hours phone call to cancer surgeon Andrew von Eschenbach in 2005.
Cathy Nash, had an enviable resume in banking when she was promoted by Citizens Republic Bank to CEO. A nice gig, but the only problem was the year: 2008. Citizens was under the Troubled Asset Relief Program (TARP) and had acquired a less-than-stable real estate oriented thrift. Nash said yes to the promotion and TARP dropped in her lap.
Accepting ambiguity is tantamount to failure when your job is calculating the strength of vulcanized rubber at high speed on a freeway. But engineer Hervé Coyco had to accept the complexity, irrationality and emotionality of human organizations and, more so, consumers, when he advanced from leading a team of about 60 engineers to heading 60,000 for Michelin. Coyco took on—among other things—changing Michelin’s Car Tires business strategy worldwide.
What did they do? Read the full story, here.
For more information, contact the Executive Development Group..