CONTROVERSY AND THE EXECUTIVE
Accordingly, whenever an executive finds himself involved in decisions that will influence his company’s direction-and, no matter how infinitesimally, its future-he must learn to pick his stances and battles carefully. This is the only way to make his “yeas” and “nays” count. If he is outspoken and irascible at every turn, he is asking his co-workers to wonder whether he ever has an unexpressed thought. Often, if he must choose between speaking up or shutting up in a given circumstance, he would do well to abide by the old adage “Better to remain silent and be thought a fool than to speak and remove all doubt.” Three important questions need to be asked and answered before the executive elects to take initiative on an issue. The First is: “Is this something I care about and believe in?” Some executives scatter their efforts and squander their time on concerns that turn out not to be productive for them or their corporations.…
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