The issue, as suggested by how the AirTran magazine article’s portayal of Cloutier’s book, is the notion of trying to apply turnaround strategies for general management use of a company, which is a classic example of applying a square peg to a round hole.

“Take no prisoners” tactics are also not the only way to succeed at a turnaround. I just read of a turnaround situation in which Leadership as a Mensch (see my earlier blog entry) proved very successful; specifically, Anne Mulcahy’s successful rescue of Xerox, as described by Michael Roberto in his thought-provoking book: Know What You Don’t Know: How Great Leaders Prevent Problems Before They Happen.
More on that book soon.

I have asked a sub-head of a business unit to become a “benevolent dictator”. We were just having too many meetings revisiting items which had been resolved in previous meetings.

That said, if a Cloutier type doesn’t have some other reason for people to work for him, he’s developing the latest greatest gadget, or his bonuses are top of the line, then people are going to leave and he will have difficulty recruiting replacements.

Would I rather work for an Anthony Smith style organization, yes. But my only reason to stay with a company is because I believe that my input will be accepted.

The best outcomes, in my 30+ years of experience since graduating from Bentley, are where manager and staff share risk and reward.