He is Wrong!

He kept thinking about her question.

“So, now you will tell me how to run my company and deal with my people?”

He did not answer. Not because he did not have points to make. He had many. But he did not want to escalate an already flared-up situation. More than that, he wanted to analyze everything before saying anything. He was also stuck on two words - 'my company'.

He thought about it and arrived at the conclusion that she is RIGHT.

It is indeed her company. She brings the revenues and is in charge of the profitability and growth. She has 'single-handedly' expanded the business into something far bigger than what it once was. Nobody could deny that. Credit where it is due - and in this case, almost all roads lead to her. 

So, she is right in referring to the company as 'my company'. No one should have the sense of belonging to question anything, suggest 'perceived' improvements or disagree with her. Suggestions are essentially interferences. Maybe ownership only belongs to the person whose name is on the top. 

And honestly, she is Perfect. 

Perfect in creating an environment where authority is separated from respect. People salute her position of power and authority but do not respect her. That is impressive because authority and respect are indeed not the same thing, and she must be applauded for having clear distinction.

Perfect in rewarding loyalty over competence. Her circle of “my men” are a tribute to the idea that discipline and capability are terribly overrated qualities when compared to unconditional loyalty and agreement.

Perfect in communication, too. Often when someone enters her cabin, it becomes a masterclass in organizational clarity. She asks what is happening on the floor. A very healthy culture indeed. Later, she tells other leaders that someone came and shared concerns with her, and eventually it comes out that she herself asked the person to speak. Naturally, this creates tremendous trust and clarity within teams.

Perfect in decision-making. One day she will make a 'firm' decision and ask other leaders to take a bold step. Next day, she would backtrack and ask, "Guys, are we doing the right thing?", "Guys, XYZ came to me and I think we should change our stance. What do you think?". Decision-making slows down. Leaders look weak in front of the team and other stakeholders. But that is part of her leadership development process. An extraordinary approach, really. It keeps everyone agile. Nobody becomes too comfortable with the decisions and way forward because everything can change shape the next day. 

Perfect in timelines. Every task she personally handles gets delayed, because...greatness takes time. No deadline is met and these days, deadlines are not even set or communicated. Deadlines make life so predictable, and they take away the element of surprise. It is her attempt to make the work interesting. She takes the phrase 'Never let your enemy know your next move' to the next level and she does not let even the friends to know her next move!   

Perfect in professionalism. Processes are flexible depending on convenience. Rules are not for everyone equally. Processes, policies, and boundaries can often make workplaces feel robotic after all. 'Friendly' relationships with colleagues add a refreshing human dimension to corporate structure.

Perfect in create the leadership culture. Mocking fellow leaders - sometimes selectively, sometimes publicly - ensures everyone remains grounded. Nothing builds confidence like being diminished in front of peers and juniors.   

So, after giving it a proper thought, he decided to continue to keep mum. It would be strange to question her and tell her what to do. She is perfect and correct all the time. By questioning her, he had already disrespected her. And perhaps that was the real problem - not what he said, but the fact that he thought differently at all. Her question - “So, now you will tell me how to run my company and deal with my people?” - is completely justified.   

After all, perfection and great leaders do not need suggestions and counter-arguments. They only need a silent agreement.