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Follow Well, Lead Well

In: Becoming a Leader in Product Development

Author

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  • Ebenezer C. Ikonne

Abstract

I sat at the lunch table in shock. I could not believe what the senior executive I was having lunch with was telling me. I had gone to lunch thinking this executive would recognize my excellent work and tell me how well I was doing. But I could not have been more wrong. The executive let me know that my newly appointed leader, Chidibere, found it challenging to work with me. Chidiebere complained that I responded with much hesitation and reluctance whenever he asked me to provide information or follow up on a task. Chidiebere had begun to wonder if the firm was still the right place for me. I could not believe that Chidibere had come to this conclusion. How did I get here? First, other leaders, many of my peers, and the teams I supported trusted and respected me. Second, I had a track record of getting things done, and I rarely caused any trouble. Third, even though I often had strong opinions on how we could improve as a business, I found (most of the time) respectful and non-disruptive ways to share my opinions. Finally, many people in the firm looked up to me. And yet, despite my stellar reputation and work history, I now found myself on the proverbial chopping block. What had gone wrong?

Suggested Citation

  • Ebenezer C. Ikonne, 2021. "Follow Well, Lead Well," Springer Books, in: Becoming a Leader in Product Development, chapter 0, pages 185-206, Springer.
    • Handle: RePEc:spr:sprchp:978-1-4842-7298-5_9
    DOI: 10.1007/978-1-4842-7298-5_9
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