There’s a New Boy in the office.
New Boy comes with glowing references and a stellar track record.
He’s the future, he takes us forward, to the land of profits and awards.
New Boy will shake up a few complacent souls and spur some more go-getting types to really deliver.
That’s why we broke the salary band, waited a few months longer than we really wanted to and coughed-up a hefty recruitment fee.
New Boy has had a flying start.
The first monthly Board report says so.
A client saved and a pitch won.
Nods all round, we knew we were on to a winner.
The second monthly Board report says New Boy has some very clear views and that others are having to adapt to his style.
Which seems to apply to all of us, says Director.
Thereby starting an animated discussion that gives the subject of New Boy a good airing. Seven senior opinions; seven Directors all agreeing to watch this space and to keep an eye out.
The third monthly Board report says that we are having serious trouble adapting to New Boy’s style.
Director doesn’t need the report to tell him that, he’s overheard conversations about New Boy by the water cooler, in the coffee shop and in the pub. Another discussion about New Boy starts up, heavy with concern and contractual enquiry.
Everyone is talking about New Boy – he is the talk of the town.
And what of New Boy?
New Boy has had enough.
New Boy has gone to see Head Hunter.
New Boy has taken with him his glowing references and his stellar track record.
Head Hunter asks how she can help.
New Boy says: ‘By finding a place where people don’t talk about me. Where they talk to me.’