Dick Self-Destructs
In 1997, I became the general manager of the Elms Resort and Spa in Excelsior Springs, Missouri. The Elms is a beautiful, charming hotel that first opened in the late 1800s. When I came on board, the hotel was undergoing a complete renovation. It was a construction site. When a hotel is under construction, the construction project manager is in charge. As the construction nears its conclusion, the hotel general manager takes over as the hotel staff prepares to welcome their first guests.
Traditionally, there is tension between the construction project manager and the hotel general manager regarding who gets to make what decisions. I was determined that would not happen at the Elms. I decided that I would be collaborative and deferential in my dealings with the project manager, and that I would not engage in a power struggle over who was in charge.
Despite my sincere efforts, I was unable to develop a positive working relationship with the project manager, whose name was Dick. Dick was actively trying to undermine me. He excluded me from certain important meetings, and he withheld information. He insulted me in public, and at one point he actually withheld my paycheck for two weeks (pleading a temporary cash shortage).
I refused to respond in kind. I continued to treat him with respect and deference, and I continued to invite him to collaborate. I was not a doormat. I picked my battles thoughtfully, and I practiced the seven principles set forth earlier.
My senior executives wanted me to fight with him. I said, “Just wait. He is humiliating himself. As time goes on, people will see who he is, and they will see who I am. It will become evident that Dick is doing great damage to himself and to the organization.”
Sure enough, Dick gained zero moral authority and zero legitimacy as a leader. He was unable to deliver on his responsibilities and was fired by the owner of the hotel.