Working shoulder by shoulder

2022-02-25 11:47:3802:30 8
所属专辑:Susan三叶草
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The senior managers in our company were leaning toward the guy with the dirty fingernails. But the two venture capital investors on the board were strongly in favor of Candidate A. They had very high hopes for CPS Technologies, and Candidate A was a senior executive in a company that we wanted to grow to emulate. He knew from the inside out how a global company operated at the high-technology end of the materials spectrum. Candidate A was responsible for nearly $2 billion in sales globally. Our VCs disparaged Candidate B because of his low-technology background.Candidate B's company was family-owned, and typically generated $30million in revenues.
In the end, we decided on Candidate A,and spent about $250,000 helping him relocate from Tokyo to Boston. He was a nice man,but he badly managed the ramp-up of the process and the plant.We had to ask him to resign within eighteen months.By that time,Candidate B had taken another job,so we had to initiate yet another search.
At the time,we didn't have McCall's theory to guide us-but I sure wish we had.Candidate A had presided over a massive operation,but one that was in a steady state.He had never started and built anything before— and as a consequence, he knew nothing of the problems that one encounters when starting up a new factory and scaling production of a new process. Furthermore, because of the scale of his operation, Candidate A had a large group of direct reports.He managed through them,rather than working shoulder by shoulder with them.
我们公司的高管倾向于指甲很脏的那个人。但董事会中的两位风险投资人强烈支持候选人A。他们对CPS科技寄予厚望,而候选人A是一家公司的高管,我们希望我们公司能够像那家公司那样发展壮大。他对一家全球性公司如何在材料领域的高科技端运作了如指掌。候选人A负责全球近20亿美元的销售额。我们的风投人看不起候选人B,因为他的技术背景低。候选人B的公司是家族企业,通常只能创造3000万美元的收入。
最终,我们选择了候选人A,并花了25万美元帮助他从东京搬到波士顿。他是一个好人,但他对生产和工厂的管理都很糟糕。18个月后,我们不得不要求他辞职。那时,候选人B已经找到了另一份工作,所以我们不得不开始另一次搜索。
当时,我们没有麦考尔的理论来指导——但我真希望我们有。候选人A掌管大的运营,运营处于稳定状态。他以前从未启动和建造过任何东西——因此,他对启动新工厂和扩大新工艺生产时遇到的问题一无所知。此外,由于候选人A以前的经营规模很大,所以他有一大群下属。他对他们进行管理,而不是与他们并肩工作。

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