How does an ESOP led company build direction for the company when its key leaders want to head in different directions?
The division of my leadership team could be divided by age, and the package of goods sold by the previous CEO. My key dilemma is the previous CEO sold two different packages with two radically different narratives. The rubber really hits the road when neither story is being realized as a direct result of the opposing narrative being lived out.
The division of my leadership team could be divided by age, and the package of goods sold by the previous CEO. My key dilemma is the previous CEO sold two different packages with two radically different narratives. The rubber really hits the road when neither story is being realized as a direct result of the opposing narrative being lived out.
As I am attempting to show my leadership team a third way, which isn't black-and-white, but allows room for negotiated agreed upon direction, but is it possible when one person wants to grow and the other wants to preserve?
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