The department head of a major corporation recently told me: “The division head to whom I report can talk for hours about modern concepts of managing, and it sounds like chapter and verse from a dissertation about how to be a modern executive. But almost as soon as he gets back to his operating responsibilities, he seems like a different man. In my area of responsibility, for example, he gets unduly engrossed in the very problems he says he expects me and my people to handle.”
