文档介绍：o 091-110 c5 2nd 11/14/01 4:34 PM Page 96
LEADING QUIETLY
corporate office to ignore it and sweeten the deal. Now the only
thing standing between Taylor and a big transaction, a large bonus,
and “the fast track to glory” at headquarters was the ban on older-
network hookups.
Taylor’s conviction that this was just another case pany
favoritism toward big customers and their sales reps only fueled his
anger. While large customers did provide most of pany’s
revenues, Taylor knew that Cybersystems couldn’t afford to lose its
smaller customers, like the law firm, who were steadily migrating
petitors who treated them better. He also thought it was
wrong to dump old machines on smaller customers when new
ones were available.
What made this problem particularly difficult were the techni-
calities facing Taylor. Once Taylor found a little time, he began
thinking there was some “flex” in the Win-Win. He asked himself,
for example, what it really meant to “connect” a new server to an
work. What if the server was connected to another server and
that server was connected to the old equipment? Could he install the
new server, have it connected to a new part of work, and
conveniently overlook the fact that the new part work was
linked to the old one? For that matter, weren’t works “con-
nected” in the sense that they were all linked to each other and the
? As he considered these possibilities, Taylor felt a little like
he was trying to determine how many angels could dance on the
head of a pin.
But the good news, Taylor thought, was that he had found
some wiggle room—and his initial instinct was to simply overlook
the restriction. pany’s new CEO had been working hard to
create a “can-do” culture, and a senior marketing executive had
said recently that reps should be breaking a rule a month in order
to be responsive to customers. With just a little effort and a little
luck, he thought he could stay under the radar, get th