204309a cor Walking away from Kent's mischievous goading, Pat's usual confidence suffered a fleet
from wang ringe of fear. No. I'm OK. Im OK, he thought. I have more expertise than anyone,
mcluding Carmelita, and I'm not afraid to lay down the law to get projects completed.
After weeks of speculation, interviews, on-site visits by top execs, and endless waiting, a
decision on the new(CIO) was to be made and announced by CEO Blount this week during
the annual meeting. Although Mansfield, Inc. boasted an extraordinarily talented IT group,
company insiders and industry watchers agreed that the decision would come down to a
choice between Carmelita Suarez and Pat Talley.
To this point, Pat carried the confidence of a sterling 20-year record with Mansfield. Tech-
nically gifted, he was one of the team members that designed and implemented the company's
original IT system and had been a major player throughout the years in guiding its growth and
expansion. Task oriented almost to a fault, Pat built a reputation as a guy who relentlessly ana-
lyzed needs and then charged ahead until the job was completed-usually under budget. His
special strength lay in the twin areas of electronic security and risk management.
ch
Par considered technical expertise and competence to be the qualifications for the position
ascio, as he explained during a recent interview with executives and board members. "Our opyri
work and reputation should be the only considerations," Par emphasized. "My job is not to hele
schmooze and glad hand. I'm not running for public office. I'm running an IT division."
Editio
Over the years, Pat maintained strictly detined areas of work and friendship and, in 5748
fact, could count on one hand the number of casual, work-related friendships he had develrinte
oped over 20 years. He was proud of his ability to compartmentalize these areas so that per-
sonal relationships had no ring on management decisions. He considered this an
important part of his reputation as a fair but tough leader. He demanded excellence and
could be unforgiving in his attitude toward those with less technology interest or expertise.
The word politics was odious to Par Talley, and he considered office politics a waste of
time. However, at company gatherings such as this, he also carried a slight chip on his shoul-
der, aware that, despite his importance to the company, he was only on the periphery of this
group-not excluded, but not really included either. The significance of this particular meet-
ing-and now watching Suarez put on a clinic in office politics-only increased those feel-
ings for Pat, making him defensive and uncharacteristically concerned about his future.
Could office politics really be the deciding factor, he suddenly wondered. Carmelita
knows her stuff. She does ber research and stays on top of the latest trends and products in
IT. She can handle any situation, particularly those sticky people problems that arise toithin
tegus or with suppliers. Pat smiled ruefully. Heck, I've even brought her in a time or two.
CENG Now, as he stood and observed the activity in the room, he watched as his rival moved effort-
ershlessly among individuals and various groups. I feel like I'm watching "Survivor." Does the guy who
trusts his own abilities win, or is it the one who builds coalitions and alliances. He shook his head
3@gq as if to shake off the imagery. That was stupid. This is not a reality television show. This is corpo-
om w rate America. Do your job. I've built my reputation on that, and I'll stand by that.
His attention snapped back as Carmelita handed him a fresh scotch and water. "You
could use a fresh one," she said, smiling and pointing to his empty glass. "I guess tomor-
row's the big day and I wanted to come by and wish you well. These are exciting days for
the company and for IT, and whichever way it goes tomorrow I look forward to working
together. Cheers."
*Same here," he answered. Their glasses clinked together in a toast. Dang, she's good,
Pat thought.
DISCUSSION QUESTIONS:
1. Who do you think the CEO should appoint as CIO? Why?
2. Is Pat sabotaging his career by thinking of relationship building as "office politics" that
takes the focus away from day-to-day work? What advice would you give Pat, who is
not a natural relationship builder?
3. What sources of power do Pat and Carmelita seem to use in the company? Which per
son do you believe will be more influential as CIO? Explain.
LEADERSHIP DEVELOPMENT: CASES FOR ANALYSIS
The Suarez Effect
Pat Talley stood and watched, with grudging adiniration, as Carinelita Suarez worked the
room. Sharp, charming, and armed with a personality that left an indelible memory, Carme-
lita at one moment had the ear of CEO Chris Blount and the next could be observed smiling
and studying something on her electronic notebook with the executive assistant of a major
board member.
“She's amazing," Kent Schlain whispered to Par as he gave him a cocktail. “I like to
observe and learn. She's a real education in office politics."
"We're not in politics," Pat answered somewhat defensively. "We're in IT."
“Come on, Pat." Kent teased. “Tell me she doesn't worry you. Everyone knows she's
your main competition for the CIO job."
Pat smirked, took a sip from his scotch and water, and said sarcastically, “I'm worried.GAGE
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