THE ANXIOUS EXECUTIVE WHO TRIED TO STAY ON TOP

Mark Price, former MD of Waitrose, shares his workplace fables – true stories from the business front line that can teach us lessons about career success

As far as the Anxious Executive was concerned, his role was to be the star at the centre of the team. The other members were there to make him look good.

Thus, the Anxious Executive always made sure that when he appointed people to his team, they were good – but not too good. After all, the leader should always be the brightest and best, he thought.

The Anxious Executive made sure never to praise his team in public. He didn’t want other people to overhear and to think that others were better than he. Even when the Anxious Executive finally retired, he took steps to ensure that his successor wasn’t quite as good, so his own legacy seemed greater.

But the New Executive was different.

She recruited people who were more knowledgeable than she. She publicly acknowledged how good each new member was, seeking their advice and listening to their views.

The New Executive saw her role as creating the ideal conditions for a team to work together. They enjoyed great success, and the Anxious Executive’s legacy was quickly forgotten.

Moral of the tale:

Confident leaders surround themselves with very able people.

‘He appointed people who were good but not too good’