Milan Veverka, CEO and leadership team coach, in Vancouver. He works with founders of companies doing five to a hundred million dollars, and the job is getting every member of a leadership team to run their function like the CEO of it.
We asked what the most expensive thing he has learned was.
"The firings I didn't do. More than once I kept a bad fit in a seat because I wanted to avoid the unpleasant conversation, and I told myself I was being kind.
The real bill: months of managing around the problem, A-players quietly heading for the door, and two futures on hold, theirs and mine.
In one case the person finally quit on me, and my first reaction was relief, which told me everything about how long I had waited.
I've since asked a lot of CEOs about this and not one has ever said: I wish I kept them three more months.
The kind thing and the right thing are usually the same thing, and it's called Action."
One of the founding cohort of YEC.
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