Dear Editor,
The Chairman and Directors of NCN must have experienced their first public chastening. For one or more of them the reversal of a major decision regarding NCN’s CEO might very well have been the first taste of miniaturisation, the existence of which has been so often and effusively denied.
Those who attempt to manage these days at the highest level must appreciate that there are certain basic principles to be observed in the decision-making process.
At a distance there could have been two perspectives of the scenario reported in the media.
Either the CEO independently terminated an employee’s service some time ago, with the board’s acquiescence, or it was that the board did not intervene at the time. Both approaches would tend to validate the CEO’s action.
It is illogical therefore that, notwithstanding the passage of time, for the board to reverse its position, and order the re-employment of that terminated employee. The former should have recognised that such reversal would interminably vitiate the authority of the CEO, not only in respect of that ‘re-employee,’ but also in respect of all his colleagues – an untenable situation for any manager, much more a CEO.
Whatever else might have been in the mortar beside the pestle, the only right organisational decision that could have been made was to rescind the board’s decision.
The lesson to be learnt is to give priority to principle over expediency. Only the former is sustainable.
Yours faithfully,
EB John
