CASE STUDY

Qatar Today - - BUSINESS > BOTTOM LINE -

ONE STORY THAT MIGHT BE SUR­PRIS­ING TO MANY IS THE STORY OF A COUN­TRY DI­REC­TOR OF A MULTI­NA­TIONAL OR­GAN­I­SA­TION, WHOSE STAKE­HOLD­ERS (I.E. HIS RE­PORTS) GAVE THE FEED­BACK THAT HE WAS A NICE MAN TO WORK FOR BUT HE RE­ALLY NEEDED TO BE MORE WILL­ING TO EN­GAGE IN CON­FLICT AND CON­FRONTA­TION. HE TENDED TO HAVE AN “ANY­THING TO KEEP THE PEACE” KIND OF AT­TI­TUDE AT WORK, WHICH HIS STAKE­HOLD­ERS FOUND FRUS­TRAT­ING. BE­ING CON­FLICT-AVERSE HIM­SELF, HE WOULDN'T HAVE THOUGHT OF HIS BE­HAV­IOUR AS A PROB­LEM. THAT'S WHY IT IS SO VALU­ABLE FOR THE LEADER TO GET FEED­BACK FROM THE STAKE­HOLD­ERS; TO ADD THE PER­SPEC­TIVES OF THOSE WHOM HER/HIS BE­HAV­IOUR IM­PACTS THE MOST.

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