Harvard Business Review (January 2004)

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Example text

Paterno isn’t the best role model, but Ed doesn’t recognize his own complicity or responsibility. One can only hope this will be Ed’s wake-up call. He’ll do some serious soul-searching and realize he needs to work on his deficits, starting with his isolationism. Amazingly, he was in his room for 15 hours and didn’t talk to anyone, nor did he check online news. He didn’t contact Paterno about the governance speech; he didn’t make calls to anyone prior to Davos and isn’t talking with anyone now. He’s not getting information from anyone.

Even if the two of them had worked less directly together in recent years—David was given a division to run; so was Ed, eventually—Ed retained that sense of connection and only occasionally felt pained by it. It was a source of vulnerability, he knew, but in so many other respects his work was making him invincible. He had developed selling skills of his own, to augment his impressive string of technical innovations. Clients clamored for his time and attention. When he was given a division to run, he was just 38—the youngest in the firm’s history—yet he managed to engineer the greatest uptick in profitability among all the divisions that year.

Lucy’s eyebrows rose slightly. “Interesting. ” Complex Considerations Later that night, Ed crunched across the snow past the Hotel Belvedere, an imposing pile installed in the mountain’s side. Passing under a lamppost, he paused and, fishing a gloved finger into his coat sleeve, uncovered his watch. He squinted at the swimming numbers. He had had little to eat and too much to drink, to top off his jet lag. He considered calling Frank for an update but quickly realized that made no sense. The business day was just ending, and Frank’s plan had been to reach most of the board after hours, at home.

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