I think being a consultant for McKinsey gave her an overinflated sense of management skills. Sure, she can wedge in all the corp buzz words in a sentence but that doesn’t make you a leader and in all honesty, who cares. You can give the best motivational speech in the history of the corp world, but you still have to have a strategy. Sitting back and watching what other banks do, then trying to play catch up is not a strategy.
I know she wants to be the person for the CEO role with success and I know the board also wants her to be as well…….but she isn’t. She gave it her best shot, she’s gone as far as she can go. Her best was just not good enough to produce a vision to bring us to the top in comparison to our peer banks. Stripping away pieces of the company and selling it off in parts to build up the cash reserves, isn’t profit. Running off your talent even though you need them, to reclaim that salary to add to the reserves….sigh…rinse repeat. Sell….sell…sell….layoff…layoff….we’ll hire people later…we just need cash now to show the board I can generate money. It comes across as it truly is, panic leading.
Its too late for her to leave on a high note, that ship has sailed. So, maybe she should just leave. She’s positioned herself well and has more than enough money. She should step aside and let the board replace her with someone else. Hire someone else to do the job, someone with a plan, a good guy\girl, a bad guy\girl, a disruptor or not, an innovator, someone with a vision. Jane’s had her shot, she tried, its time to move on. Its time for “her” to get off of the very train she’s so fond of touting about.