To survive the senior management trap, Kaplan advocated for an unconventional approach: “You have to learn to cultivate your subordinates as your coaches.” While many executives fear this will make them look weak, he argued leaders should want to get advice from the people who observe them the most. “You want to encourage an atmosphere of debate, disagreement. You want to encourage people to tell you when you’ve done something that they don’t agree with.”
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В диппредставительстве рассказали о случаях, когда менеджеры финансовых организаций намекают, что «проблему представляет сам российский паспорт владельца счета, однако публично по понятным причинам этого никто не признает».