ABSTRACT
Jon had inherited a very complicated business challenge in his new role as president at IGC Aerospace. Bottom line, he was issued a personal challenge by the chairman to increase profit and cash, while the revenue line was expected to be flat, at best. In addition, his business unit did not make safety a priority. He received at least three calls at home last month regarding dangerous safety “near misses.” His vice president of operations resented him because he had been in consideration for Jon’s job, and, on top of all of this, he had inherited 24-yes, 24-simultaneous strategic initiatives from his predecessor, all of which were in process. Finally, Jon knew that his failure to provide results would not only impact the security of his job, but also those of his staff.
