Let's start with some of the 'why' questions:
- Why, exactly, was it a bad thing that the boys - in the form of co-founders Larry Page and Sergey Brin - were now capable of running the company?
- Why was it that a new division of labor at that triumvirate and successful senior level was considered an insult to Eric Schmidt?
- Why, instead, wasn't Schmidt lauded for not only fulfilling his initial, accepted role as "adult," but also for doing such a good job at it that he could hand the job back to the boys?
The fact is, Schmidt was hired to do two things simultaneously:
- Turn what was initially simply a search service into a seriously money-making company, and
- Develop the founders toward their own goal of being executives and not just incredibly smart geeks.
So why was this treated as if it was bad?
Unfortunately, this is the current state and perception of employee, management and executive development.
It's time for that to change - and for you to change it.
It doesn't matter whether you're on the giving or receiving end. The fact is, for you and your organization to succeed in this fast-moving world, there needs to be a clear and direct focus on and investment in development.
Yours and your people's.
That's what creates success.
It's on you. But the good news is, you can do it.