EXPERIENCE HBR.

ORg

Case Study Jeffrey Pfeffer is the Thomas D. Dee II Professor

of Organizational Behavior at Stanford university’s
graduate School of Business.

Can Nice Guys

The Experts
Finish First?
by Jeffrey Pfeffer

Marshall Goldsmith
is a leading executive dam Baker had been bothered all day produced a lot of golden boys and girls. But
educator and coach. His by the blunt message his boss and he wasn’t a golden boy—not really. And he
30 books include What mentor, Merwyn Straus, had de- knew that was part of his appeal.
Got You Here Won’t Get
You There and Mojo. livered to him on the phone that morning: Adam Baker was, like his name, barely
Adam was not the right guy to lead their noticeable. He was dark-haired, soft-
company’s latest venture. spoken, and on the short side, with a thick
“That door isn’t open to you” was how neck. He looked like a third-stringer on a
Merwyn had put it. It was one of those high school football team—which he had
comments that sting a bit at first but inflict been. Yet everyone knew him and every-
much more pain as time passes. So now, in one loved him.
considerable distress, Adam was driv- He’d achieved this status by being not
ing from downtown Washington to the the loudest or funniest guy in the room
suburban Maryland headquarters of Straus but the most approachable, someone
Event Specialists (SES), where he served, who could instantly put you at ease. At
for all intents and purposes, as COO. He parties—he attended and threw a lot of
Richard C. Kessler is the wanted Merwyn, his CEO, to explain in them—people flocked to him. This was
president and CEO of the
person why this door that Adam cared so especially true on formal occasions, which
Kessler Collection, a group
of 10 boutique hotels in the much about was closed. the true golden boys hated almost as much
southern and western u.S. At age 32, Adam considered himself as they hated being sober. They would
He is a former president
to be at the beginning of his career, still follow him around the wide verandas and
and chairman of Days Inns
of America. emerging from the cocoon of his impres- brick patios as though he provided shelter.
sive education. When friends described All the while he would chatter—not saying
ILLuSTRATIOn: ELLIE fOREMAn-PECK

him, they invariably mentioned that he anything very scintillating but always be-
had graduated at the top of his prestigious ing truthful and down-to-earth.
North Carolina MBA program and then He knew that he fascinated people—
became the youngest person ever to serve that strangers said behind his back, “That
HBR’s fictionalized case studies present on the business school’s board of trustees. little guy was picked for the school’s board?
dilemmas faced by leaders in real
companies and offer solutions from experts. To hear them talk, you’d think he was the That little guy was the CEO of a company
This one is based on research by Jeffrey Pfeffer. number one golden boy at a school that in his twenties?” When they got to know

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 EXPERIENCE

him, they saw that he was the complete for the position. He knew, because he Sarah?—had pointed out how much Adam
package: smart, loyal, present. made it his business to know, that the enjoyed delighting his friends by staging
“Present” was an important concept partners were split on his candidacy. His imaginative parties. The idea clicked, and
for him. He would show up, do the work, fellow board member favored it; the other, Adam started to focus on a career in event
solve problems, fulfill expectations—just although he apparently respected Adam’s planning. The sector intrigued him in part
as he’d done growing up in a small house competence, was inclined to oppose him because it didn’t attract the best and the
outside Charlotte, with his three younger because of his youth. Merwyn was the brightest. Amazingly, his first recruitment
siblings, their quiet, imperturbable mother, swing vote. interview resulted in a CEO job. At age 27
and their unfathomable father, whose “I love hotels,” Adam said. “I’m ready to he was running Tallyrymple, a Raleigh-
presence created as much tension as his lead. I can do this.” based outfit that staged high-end parties
sudden absences. “It’s not about loving hotels,” Merwyn for a long list of wealthy clients. But it was
It was therefore natural for Adam to said. “It’s not about love or passion or a horrible experience. Within a year the
respond to Merwyn’s painful remark by dedication, all of which you have in spades. company was facing bankruptcy.
jumping into his car and racing to the main The hotel business is tricky, and it’s not
offices of SES, one of the world’s biggest your area of expertise.” “Merwyn is central to
event-planning businesses. He wanted to
talk to his boss in person.
“You know how quickly I learn,” Adam
said.
your network now,”
He found Merwyn in the design Merwyn paused. “True,” he said. Kaleeb said. “Don’t ruin
department, asking typically probing
questions about a model of a convention-
“There’s nothing I give you to do that you
don’t master in 24 hours. But the hotel
that relationship.”
floor setup. His warm smile when Adam business isn’t just tricky. It’s brutal.”
arrived seemed to indicate that nothing “And I’m not brutal?” “I wasn’t prepared for that kind of
had changed between them. Had Adam “Thankfully, no. You’re not. That’s why competition,” Adam said. Tallyrymple had
misheard the comment about “that door”? the door is closed. I’m sorry.” become embroiled in a turf war with an
Once inside the CEO suite, Merwyn aggressive company that didn’t distinguish
asked Adam where he’d been that morning Just Let It Go between ethical and unethical behavior:
when they’d talked. Adam said he’d been “You know why he said that, don’t you?” It used cash payments and threats of
downtown, looking at one of the boutique Adam’s friend Kaleeb asked. They were exclusion to secure deals with food-service
properties that would be part of the hotel standing at the railing of Kaleeb’s second- providers and talent agencies. Adam went
chain SES was investing in—the new ven- floor deck in Georgetown. The sun was into overdrive to expand his network of
ture Adam hoped to run. The company was down and the evening was chilly, but potential referrers and clients, but time
to be a 33% owner with two other investors. Adam felt he needed to be outside. His and again he found that he’d been beaten
Merwyn nodded. He was thin and spry, sweater was keeping him warm, as was to the punch. Merwyn Straus had eventu-
with wiry white hair. “I know you really the mixture of Jim Beam and Coke that he ally bought Tallyrymple at a bargain price
care about this venture,” he said. was drinking. Kaleeb’s wife, Sarah, was in- and absorbed it, hiring a chastened Adam
“Very much so,” Adam said. “That’s why side—on the phone, as always. Right after in the process.
I’m here.” the wedding, she’d taken a job with a real “Merwyn saved you,” Kaleeb said.
The new business was to be built estate powerhouse. Kaleeb had followed “That’s why he’s so protective. He doesn’t
around an existing string of five urban a very different career route, becoming a want to see anything like that happen to
hotels in Washington, Baltimore, and fundraiser for the Newseum. you again.”
Philadelphia. Adam had been the first to “My age,” Adam said. “Overly protective, maybe.”
notice that the chain was up for sale—at a “And—” “I think you should let it go,” Kaleeb
fairly reasonable price, given its potential “And Tallyrymple,” Adam said with a said. “You’ve got your whole career ahead
value. Although SES had never been in the sigh. “That’s going to haunt me forever.” of you. You love working for Merwyn, and
hotel business, he’d persuaded Merwyn “Everybody has failures.” he thinks you walk on water. You’ve got a
that the acquisition would be a good fit and After business school Adam had fol- great gig at SES. Merwyn is central to your
then rounded up the other investors, one lowed the herd into investment banking network now—don’t ruin that relationship.
of whom was a fellow B-school trustee. but immediately became bored by it. He Remember what we always used to talk
From the beginning, Adam had hinted knew he should look for a job in a field about back in B-school? Keep growing the
that he would like to lead the new chain. he could relate to, but he couldn’t figure network, keep growing the network, keep
Then he had begun actively lobbying out what that might be. Kaleeb—or was it growing the network.”

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 HBR.ORg
hBR.oRG
Tell us what you’d do.
go to hbr.org.

Inside, Sarah slammed down the phone the health violations and the labor issues everybody appeared to be pantomiming.
and cursed, but by the time she’d come out and the back taxes—you or him?” Adam exchanged a quick glance with Mer-
to the deck, she was all smiles. “I do love a “OK, OK.” wyn’s assistant and was wordlessly shown
good fight,” she said, referring to whatever “Who first said that SES should buy the into the CEO suite.
work-related drama she had been dealing chain? Who wouldn’t take no for an answer Now everything was real again. The
with. “Now, what were y’all talking about?” when Merwyn hemmed and hawed? Who volume came back up. Merwyn looked at
went out and found partners to share the Adam warily. “You’ve got something you
Call in Your Marker risk? Who did the deal, nailed it down, want to say?”
“Merwyn said what?” Sarah asked when made it work? You!” “I just wanted to review that deal with
Adam told her the story. “That is the most “So what?” Adam asked impatiently. you—the hotel deal. How it came about.”
condescending, infantilizing thing I ever “He owes you—that’s what.” There was Merwyn closed his eyes. “I know where
heard.” She managed to say this with a lilt a flash of anger in her eyes. “In my world, you’re going with this,” he said. “I’m not
in her voice and a sparkle in her eye. when you owe, you pay. And my world is surprised.” He continued slowly and
Adam was at a loss for words. How no different from Merwyn’s. He knows he deliberately. “I’m fully aware that if it
could he begin to explain the depth of his owes you.” weren’t for you, the new venture wouldn’t
respect and admiration for Merwyn, who “I’m not going to pressure him,” Adam exist. And I think we’re going to make a
was teaching him everything there was to said. lot of money on those hotels. So in a sense
know about the event-planning business— “Why not? He’s expecting it. Believe I’m indebted to you—perhaps more deeply
and who constantly sang Adam’s praises me. Adam, you can’t keep letting the game indebted than cash could ever compensate
and promoted his career? come to you.” you for. You might even say that out of
Adam looked at Kaleeb, who signaled “He doesn’t think I’m ready to be the gratitude I should grant you any wish you
with a nod that he understood completely: CEO,” Adam said. “I’m too young. I’ve got have—such as making you CEO of the new
Sarah just didn’t get it about mentors and this past—” company.”
protégés. “You make it sound like you served time, Merwyn looked squarely at Adam. “Yes,
“I remember when you introduced me for cripes’ sake. You did nothing wrong. I will grant you any wish. But let me just
to him,” Sarah said, “and he told me all You got manhandled by trailer trash. A say what I know for a fact: You are a perfect
about how you’re like a son to him, blah gentleman rises above such things.” number two—brilliant, farsighted, empa-
blah blah.” Kaleeb had returned; he handed Adam thetic. But that doesn’t mean the CEO job
“Sarah, please,” Kaleeb said. “Talk about a fresh drink and rolled his eyes at his wife. is a good fit for you. The more I see you in
something else. I’m getting Adam another She threw her arms up in mock capitula- action and think about your history, the
drink.” tion. “OK, yes, Merwyn will be annoyed more I’m convinced that door shouldn’t be
“There’s nothing wrong with being if you call in your marker. If that’s all that open to you.”
treated like a son,” Adam said. matters to you, don’t ask him. But keep He added, “So that’s why I have one
“No, of course not—as long as he recog- this in mind: If he’s such an impeccably wish. Do you want to know what it is?”
nizes when you’re all grown up.” She put a upright guy, a true straight shooter, and Adam nodded, feeling numb.
hand on his arm. “Adam, we love you. We you do ask him—if you really make the “My wish right now is that you will not
want the best for you. But you have to be case that you built this deal yourself, so he ask me to grant you the wish you’re think-
more aggressive. Be clear about who you owes you big time—he’ll say yes.” ing of.”
are. About what you want. Merwyn may be She took the drink from Adam, sipped There was a long silence as they stared
condescending, but he’s a good guy. That’s it, and put it back into his hand. “Just think at each other. Merwyn was the first to
why you like him. He’s fair and square. on that,” she said. speak. “So?” he asked, arching an eyebrow.
He’s a fair dealer. He may be the fairest

Q
man in the land!” That radiant smile again. Don’t say It
“You can use his fairness to your advantage.” The following day seemed strangely
Adam gently separated himself from
her. “I don’t want to take advantage of him.
hushed to Adam, as though someone had
turned down the master volume. Every-
Should Adam ask
I don’t want to take advantage of anyone.” thing looked staged—the window washers Merwyn to make
“Listen to me,” she said. “Who discov-
ered that sorry old chain of roach hotels
on the scaffolding in front of the bank, the
man sitting stiffly on the park bench. It
him CEO of the
and saw what it was really worth—you or was the same way at headquarters. No new venture?
See commentaries on the next page.
him? Who did all the due diligence about one seemed to be really doing any work—

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 EXPERIENCE

The Experts Respond

Marshall Goldsmith is a leading executive
educator and coach. His 30 books include What
Got You Here Won’t Get You There and Mojo.

No, Adam shouldn’t ask for the CEO job. whether Merwyn would give Adam a fair precipitately. But he also shouldn’t feel any
But before I explain why, let me address chance in a leadership role. I don’t think he obligation to stay with SES over the long
three important issues in this case. would. Even if he allowed Adam to take the term. He has made plenty of money for
The first is whether Adam wants to CEO job, I doubt that he would let Adam the company, and his future success will
get the CEO job or wants to be the CEO. succeed. always be limited there. He needs to find
There’s a difference. Does he want the title That’s because Merwyn has decided that a new place where he won’t have the bag-
so that he can have more status, or would Adam is a poor leader. He is not trying to gage that he carries at SES. He could start
he find the role meaningful and fulfilling? coach or help him—he believes that Adam by investigating M&A functions in large
Being a CEO is a tough job. You have to is a hopeless case. If the boss writes you organizations—places where he’d have an
make hard decisions. You have to watch off, you are usually done. At best, your opportunity to move into a line manager
what you say in every meeting. If Adam odds of success are dramatically lowered. role. That way he could see whether he
is mainly after the title and the status, he Believing that Adam lacks the wherewithal likes being a boss, and he could improve
won’t be successful. He may not be able to to be a CEO, Merwyn would be looking for his leadership skills.
tell whether he really wants the job until We all stereotype people to some
he gets more experience as a line manager. Merwyn has decided extent. We have a tendency to put people
But for argument’s sake, let’s assume he
does want to be the CEO.
that Adam is a poor in boxes—to say, “That’s just the way they
are.” But some managers take it to an ex-
That brings us to the second issue: Is he leader. If the boss treme, refusing to see that employees can
suited for the job? He probably does have
some weaknesses. He may not be decisive,
writes you off, you change and that shortcomings aren’t the
result of incurable genetic defects. Unless
for example. And he has failed once. So are usually done. an employee has “fast track” written all
what? I’ve seen over and over again in my over him, these managers withhold chal-
career as an executive coach that almost lenging roles and useful feedback.
all leaders can change their behavior, signs of failure on his part—and we all tend If you’ve got a manager like that, your
and the ones who are intellectually and to find what we are looking for. That’s why choices are limited. You can try to get
technically qualified can be developed to I would advise Adam not to ask for the job. him or her to take a broader view of your
become great CEOs. Instead, he should continue to work potential—an uphill battle if ever there
But that’s not the end of the story. This hard in his current role at SES. It’s a tough was one—or you can move on and look for
case study is not just about Adam. It’s job market out there—he shouldn’t cut a boss who will give you a real chance to
also about Merwyn. The third key issue is off his nose to spite his face by leaving succeed.

What Would You Do?

Some advice from the HBR.org community
Merwyn is right: Adam is the Adam must demand the job if he Adam should defer to Merwyn’s
perfect number two and shouldn’t wants to make career progress in judgment that the role isn’t right for
ask for the CEO job. But something that company. It’s not Adam but him at this point. But as his experi-
inside Adam tells him he’ll have his boss, Merwyn, who’s the subpar ence grows, he should make sure he
value only if he becomes a CEO. So CEO, because Merwyn finds it dif- demonstrates that his second-fiddle
he must make the inner journey to ficult to promote leadership among traits are becoming a smaller and
an understanding that it’s much his managers. smaller part of his arsenal. Every-
more important for him to be the Daniel Hernández Aldaco, one wins if patience rules the day.
best he can be as number two than student, Instituto Tecnológico Robert M. Calvanico,
a not-so-good number one. Autónomo de México (ITAM) senior partner,
Dashiell Borges, software quality RMC Communications
analyst, IBM

134 Harvard Business Review December 2011

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 HBR.ORG

Richard C. Kessler is the president and CEO of the Kessler Collection,

a group of 10 boutique hotels in the southern and western U.S. He is a
former president and chairman of Days Inns of America.

ADAM SHOULD ignore Kaleeb’s advice to If Adam refrains

play it safe and follow Sarah’s recommen-
dation to press for the job of CEO.
from pressing his
In the early 1970s I was in a somewhat advantage, he will be
similar situation. Having looked at a lot of
corporate jobs and realized I wouldn’t be
shortchanging Merwyn
happy in a big company, I became the right- as well as himself. TO ORDER, VI
SIT
HBR.ORG
hand man for Cecil B. Day, who started
Days Inns. But I was never the typical
number two. Cecil hated getting involved
in operations, so I always had a lot of
responsibility. It was the perfect position—
things get hairy. People who claim to be
bold and fearless often don’t come through
in the moment of truth. I’ve seen it happen
Aim High
You’re smart and successful. Now you
I’m not a good follower, and autonomy is in the Kessler Collection: People with the
want to take your career up a notch.
very important to me. When he asked me background and résumés to be winners
Read this issue of Harvard Business
to become the CEO of Days Inns of America, could not pull it off. Then someone who Review OnPoint to get expert, insider
in 1975, it was a natural transition for me. was perceived as weak became the hero. advice on how to become the business
Although Adam is much more of a number Adam seems like the kind of person who leader you want to be.
two guy than I was, I think he could do the would rise to the occasion. He’s loyal and
job he’s looking for. He’s obviously smart, “present.” To me, that means he shows up ARTICLES INCLUDE:
he has integrity, he’s fired up about the new wherever and whenever he’s needed. And The New Path to the C-Suite
hotel chain, and he has some leadership he’s not selfish. The best businesspeople by Boris Groysberg, L. Kevin Kelly,
and Bryan MacDonald
skill. As for whether he’s tough enough, I’ve known are the antithesis of selfish.
that’s often overemphasized in business. They’re people you like to be around. Almost Ready: How Leaders Move Up
by Dan Ciampa
The toughest managers aren’t always the But there’s another reason Adam should
The Job No CEO Should Delegate
best leaders, and people who appear to push for the CEO job: The benefit to Mer-
by Larry Bossidy
lack a hard edge may turn out to have the wyn. Merwyn obviously cares a lot about
Why You Didn’t Get That Promotion
qualities you really need in a CEO. Adam; he really likes him, and he wants
by John Beeson
In fact, you never know what kind of the best for him. His feelings for Adam are
How to Build Your Network
leader a person can be until you put him making him overprotective, but the new
by Brian Uzzi and Shannon Dunlap
in a position of responsibility and author- hotel chain could be a big win for both of
ity. I hear military officers talk about this. them. When the chain has become a huge PLUS, FROM HBR.ORG:
You don’t know who will be the hero when success under Adam’s leadership, Merwyn A To-Do List for the CEO of Your
will say that allowing Adam to find fulfill- Career by Cathy Benko
MERWYN IS looking for the ment as a leader was one of his biggest What You Can Do Right Now to Grow
accomplishments. So if Adam refrains from as a Leader by Cynthia D. McCauley
hidden CEO in Adam and hence
looking at what Adam will do to pressing his advantage, he will be short- and more…
changing Merwyn as well as himself.
get the job. There is no door for
I’m not saying that he should be pushy
Adam to enter—he is already WINTER ISSUE
and irritating. He should ask in a nice way,

NOW
inside. and he should acknowledge Merwyn’s ON NEWSSTANDS
Saurabh Fadia, manager, market misgivings. He should suggest that Merwyn
intelligence, Bayer CropScience become chairman of the new venture and
that someone who’s highly experienced in
the hotel business be put on the board.
He should say, in effect, “I know I’ve got a Harvard Business Review OnPoint (available
lot to learn, so let’s get this right.” Then quarterly on newsstands and at hbr.org)
focuses on a single theme each issue. It
I would bet on Adam to succeed. includes expert-authored articles from HBR’s
HBR Reprint R1112L rich archives, helpful article summaries,
Reprint Case only R1112X company examples, and suggestions for
further reading.
Reprint Commentary only R1112Z

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