“Shirley,” from Atlanta, wrote: “Your recent articles about becoming CEO in a family-owned business and how not to treat your sales staff if elevated to a management position
are especially relevant to our situation, and I could use some guidance.”
“My father-in-law, ‘Big Al,’ was CEO and ran our ‘point of sale’ manufacturing and sales company here in the south, producing products that facilitate the sale of all sorts of things, such as in-store displays, eye-catching price tags and fill-in-the-blanks advertising copy.
“My husband, ‘Little Al,’ was in charge of the actual manufacturing end of things and had little contact with salespeople. After Big Al suffered a disabling stroke, our board elevated my husband to CEO, which has proven to be problematic.”
“When it comes to emotional intelligence, Big Al is so warm, always showing appreciation for everyone here, especially our sales staff. My husband thinks that by just paying people appropriately, that’s all they need.”
“We have lost two key people because, I believe, he just doesn’t get it or care that people need to be appreciated and their suggestions given serious consideration for the good of the company. We both read you on Kiplinger.com. How can I help him join the feeling human race?”
I ran Shirley’s question by two friends of this column, Southern California-based HR consultants Marinor Ifurung and Tim Moreno at the law firm Klein, DeNatale,...
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