Scene: Corporate office conference room. A banner reads “Forward Together.” It’s hanging slightly crooked.
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EMPLOYEE:
Mr. Go-Go, thanks for sitting down with me. Employees have some questions about the company’s direction over the last few years.
GO-GO:
Of course. Transparency is very important to leadership. That’s why my office door has a window.
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EMPLOYEE:
Some people feel like the company went from an industry leader to… well… struggling a bit.
GO-GO:
I wouldn’t say struggling. I’d say we’ve entered a period of strategic unpredictability.
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EMPLOYEE:
Right. And some employees think leadership decisions might have played a role.
GO-GO:
Impossible. Leadership can’t cause problems. Leadership is what fixes problems. That’s basic leadership.
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EMPLOYEE:
One concern I keep hearing about is the risk of employees talking about unionizing.
GO-GO:
Ah yes, unionization. We’ve studied that extensively.
EMPLOYEE:
What did you conclude?
GO-GO:
That employees tend to talk about unions when they’re unhappy.
EMPLOYEE:
That sounds… concerning.
GO-GO:
Not really. Our solution is simple.
EMPLOYEE:
What’s that?
GO-GO:
We encourage employees not to be unhappy.
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EMPLOYEE:
Another topic people mention is moving operations away from places like Bartlesville, which some say has been keeping the company afloat.
GO-GO:
Yes, we’re very proud of our strategy there.
EMPLOYEE:
Could you explain it?
GO-GO:
Certainly. Bartlesville has been very reliable for decades. Which means it’s clearly time to move away from it.
EMPLOYEE:
Why would reliability be a problem?
GO-GO:
Complacency. If something works too well for too long, people start expecting it to keep working.
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EMPLOYEE:
So the plan is to move resources away from places that are performing well?
GO-GO:
Exactly. Leadership is about bold moves.
EMPLOYEE:
Even if they don’t make sense?
GO-GO:
Especially then. Those are the moves people remember.
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EMPLOYEE:
Some employees say the company culture has become dysfunctional.
GO-GO:
I disagree completely.
EMPLOYEE:
You do?
GO-GO:
Yes. Dysfunction requires coordination, and we have very little of that.
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EMPLOYEE:
What about morale?
GO-GO:
Morale is very important. That’s why we measure it every year.
EMPLOYEE:
What happens after you measure it?
GO-GO:
We measure it again the next year.
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EMPLOYEE:
So what’s your plan to turn things around?
GO-GO:
Simple. We’re forming a task force.
EMPLOYEE:
To fix the problems?
GO-GO:
No, to identify the appearance of problems.
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EMPLOYEE:
And then what?
GO-GO:
Then we’ll form another task force to determine whether the first task force should have existed.
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EMPLOYEE:
Well… that sounds thorough.
GO-GO:
Leadership always is.
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EMPLOYEE:
One last question. Are you confident in the company’s future?
GO-GO:
Absolutely.
EMPLOYEE:
Why’s that?
GO-GO:
Because if things get any worse, expectations will be much easier to exceed.
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EMPLOYEE:
That’s… surprisingly reassuring.
GO-GO:
Thank you. Confidence is the cornerstone of leadership.
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EMPLOYEE:
Well Mr. Go-Go, I appreciate your time.
GO-GO:
Anytime. Now if you’ll excuse me, I have an important meeting.
EMPLOYEE:
About fixing the company?
GO-GO:
No. About changing the banner in this room to say “Strategic Excellence.”
I think it will really boost morale.
(Credit GBT) someone please make a short out of this!!! lol