Challange the Boss or Stand Down
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Magazine
May 2011
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HBR.org > May 2011
HBR Case Study: Challenge the Boss or Stand Down? by W. Earl Sasser
A rising-star executive calculates his response to a hypercritical superior.
HBR’s fictionalized case studies present dilemmas faced by leaders in real companies and offer solutions from experts. This one is based on the HBS Case Study “Thomas Green: Power, Office Politics, and a Career in Crisis” (case no. 2095), by W. Earl Sasser and Heather Beckham. It is available at hbr.org.
Thomas Green winced as he reread an e-mail message from his new boss, Frank Davis, marketing director for the travel and hospitality group at D7 Displays. “Tom, this week’s client meetings went well, but they would have gone better if you had been on top of the market data,” it read. “When you’re on your own, I expect you to be better prepared. It’s essential for your new responsibilities in developing market strategies for your region.”
Tom looked up from his paper-strewn desk and glumly surveyed the view from his new 20th-floor office in midtown Atlanta. Just a few months ago he was the company’s fastest-rising star, promoted, he
Harvard Business Review
Top of Form
[pic][pic]
Bottom of Form
Sponsored by • Cart • My Account • Downloads • Explore • Today on HBR • Blogs • Magazine • Books • Authors • Store • Harvard Business School • Topics • Change Management • Competition • Innovation • Leadership • Strategy • Skills • Emotional Intelligence • Managing Yourself • Measuring Business Performance • Project Management • Strategy Execution • Industries • Finance & Insurance • Health Care Services • Manufacturing • Media & Telecommunications • Professional Services • Vladimir Martinenko • Sign out ›
Magazine
May 2011
Subscribe or activate your subscription to read the full article
• Buy Reprint • Idea in Brief
HBR.org > May 2011
HBR Case Study: Challenge the Boss or Stand Down? by W. Earl Sasser
A rising-star executive calculates his response to a hypercritical superior.
HBR’s fictionalized case studies present dilemmas faced by leaders in real companies and offer solutions from experts. This one is based on the HBS Case Study “Thomas Green: Power, Office Politics, and a Career in Crisis” (case no. 2095), by W. Earl Sasser and Heather Beckham. It is available at hbr.org.
Thomas Green winced as he reread an e-mail message from his new boss, Frank Davis, marketing director for the travel and hospitality group at D7 Displays. “Tom, this week’s client meetings went well, but they would have gone better if you had been on top of the market data,” it read. “When you’re on your own, I expect you to be better prepared. It’s essential for your new responsibilities in developing market strategies for your region.”
Tom looked up from his paper-strewn desk and glumly surveyed the view from his new 20th-floor office in midtown Atlanta. Just a few months ago he was the company’s fastest-rising star, promoted, he