Deeply embedded in Richard’s logic is the assumption: I need to have all the answers. He sees this as the essence of his job as leader. And if he doesn’t know the answers, he needs to either find them himself or appear to know the answers. What does he do when he doesn’t have the answer? He stalls until he can find it. He buys a book on it. He reads the operations manual. He googles the answer. He assumes his role is to know and to be the expert. It is an assumption that may have become entrenched in the years he studied expert systems. If a leader holds the assumption that it is their role to
...more
