By Boris Groysberg and Katherine Connolly Baden
October 18, 2018 | Harvard Business Review
The feedback in the 360-degree reviews was supposed to be anonymous. But it was crystal clear who’d made the negative comments in the assessment of one executive. Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. It had been a long day at the company’s Birmingham, England, headquarters, and in the early evening the two were going over the evaluations of each of Lance’s direct reports. Lance was struck by what he saw in CFO Damon Ewen’s file. Most of the input was neutral, which was to be expected. Though brilliant and well respected, Damon wasn’t the warmest of colleagues. But one person had given him the lowest ratings possible, and from the written remarks, Lance could tell that it was Ahmed Lund, Barker’s head of sales. One read: “I’ve never worked with a bigger control freak in my life.”
“These comments are pretty vicious,” Lance said.
“You’re surprised?” Nina asked…
To read the rest of this story by Boris Groysberg and Katherine Connolly Baden, Visit Harvard Business Review: Case Study: When Two Leaders on the Senior Team Hate Each Other