Several of my classmates work for the same company in various capacities. Some found their own way, and some I referred to the business. So when I heard that a friend I’d referred was recently promoted to COO, I was very excited. I knew him as a talented, energetic, motivated worker, and I was sure he would be an even bigger asset to the company in his new position.
Op-Ed: Facing One’s Mistakes
Several of my classmates work for the same company in various capacities. Some found their own way, and some I referred to the business. So when I heard that a friend I’d referred was recently promoted to COO, I was very excited. I knew him as a talented, energetic, motivated worker, and I was sure he would be an even bigger asset to the company in his new position.
Unfortunately, I was soon disappointed. It quickly became clear that although he had good intentions, he lacked the skills to be a good boss. He was rude to the workers, often yelled at employees who were trying their best, and stepped on lots of toes. If anyone challenged him their work life became miserable, and very soon business started to decline.
I met with my friend and casually suggested he take some leadership courses and spend some time brainstorm with the other employees. But he ignored my suggestion and continued on in the same fashion. Within a short while, several of the most talented workers had left the company and many others were looking to move on.
It was a disaster in the making.
I was reminded of a different company, on the West Coast, where the director possessed similar qualities to this COO. He was very successful, for a time, but it came at a great price: he caused all his workers much pain and anxiety.
My grandfather, the venerated scholar Rabbi Chaim Meir Bukiet, met this man, who was brilliant and extremely talented. After a long conversation, my grandfather told him, “Listen, your legacy will not be what you did, but how you did it.”
Sadly, his company went bankrupt, and with few friends left there was no one to bail him out.
A few months ago, I asked a well-respected individual a favor. He berated me harshly for even asking. I assumed he was having a bad day and moved on, but last week he called me. “Listen, Dovid,” he said, “I’m really sorry for the way I spoke to you that day. There is no excuse for it and I sincerely apologize.”
I appreciated the apology, and it reminded me of some correspondence between the Rebbe, of righteous memory, and another rabbi. In one of the letters the Rebbe asked for forgiveness and the rabbi was taken aback. He felt a Jewish leader of the Rebbe’s caliber should not be apologizing to others. The Rebbe’s response noted that even Moshe Rabeinu admitted his mistakes, as we know from Rashi in Vayikra (10:20), “he admitted and he was not ashamed.”
CH Cynic
Huh?
huhuh
wheres the end???
wat happens to the guy??
Confused
This article is all over the place. you may want to rethink what you are trying to say and rewrite it.
??
What’s your point? You seem to be suggesting some grand idea here but you are bringing it out in a horrible way. My guess is that you may have been that COO and this is your way of apologizing.
CFO
is this yoru convenient way of getting a message to this COO while the rest of us have to wonder where this article is going?
not confused..
the lesson is self understood, though I imagine he is referring to a common issue in Chabad Mosdos, where they harbor on ideas that are wrong, just because they always need to be right!
CAD
I think it is clear that he is referring to politics in 770.
brilliant
this is brilliant. thank you for sharing.
exchr
actually i think its about drugs
Moses
It’s about U facing your faults -bloggers always think there is an agenda
re: Moses
or those who comment on blogs :-)..
Dubi
I don’t get it…
The Pshat - In the know
There is a moshel which will explain it all:
There was once a king who had 3 advisers, each adviser specialized in field. The adviser on wars did not like the other 2 advisers – the Tax adviser and the Welfare adviser.
The war adviser thought up a great plan on how to get rid of them; he convinced the king to go to war with one of the most powerful kingdoms at that time, he then proceeded to convince the king that for such a great war he needs to have all the 3 advisers each lead a massive battalion.
The plan was simple, those 2 advisers who have no clue how to lead a war would be killed out or captured and he who has experience in war will come out the hero.
The problem was that those 2 won their battles but the war adviser’s battalion was killed out and he gave himself up to the enemy and was subsequently killed.
War!
a war in Lubavitch.. who would believe..
Confused
Are you expressing aggravation, anger or insight?
very confusing
And the point is???
Some bosses need a boss----
Since communication and compromise do not seem to exist at 770, and it seems it’s all or nothing, probably apologies and self awareness have no plans to enter the picture. If the article is about what makes a good boss, then I think one point that comes across is that just because someone has been MADE a boss doesn’t mean they are a GOOD boss! Another point is that some “bosses” value power for its own sake, and they have NO desire to think about their actions or behavior. Since they are in that position of supposed power, they use it for their own ego and not to anyone’s benefit. If the author is trying to make a point about bosses we know, perhaps he could be a bit more specific without names, if that is his need.