Mary T. O’Sullivan, MSOL
have edge – the ability to make tough calls, to say yes or no, not maybe.” Jack
lead with the organization’s mission, vision, values and goals in mind. Every
person connected to the organization must be aligned with those standards, or
the organization can’t move ahead. So, what happens when a long-time employee
can’t behave in a manner that exemplifies what the organization stands for?
Often, nothing. Bad behavior is allowed to persist. What happens when a manager
has an employee who is untrustworthy, slows down the workflow, or worse, makes
the boss look bad? What happens when an entire organization exhibits a colossal
failure of leadership? Consider the sex abuse crisis of the Catholic Church.
What allowed this predatory behavior to go on for so long?
each case, the leader could not make a tough call. As Jack Welch has said, “being in a position of power
isn’t always fun, and sometimes it means you’ll be put into positions that are
very tough to navigate. You’ll need to fire people. Hire people. And make some
very tough calls that can make or break an entire organization.”
Yes, with power comes the responsibility of
dealing with the ugly parts of the job and having the fortitude to take action,
otherwise, the entire organization can suffer. No matter if the person involved
is a friend, creates a profitable product, or is the smartest person in the
room. Being a leader means having an objective view of the issue at hand and
dealing with it. But why is making a
tough call so difficult? Recent research has shown three major reasons leaders
avoid making tough calls.
courage, confidence and truth, leaders step up to reality and make the tough
calls to guide their organizations into the future. Without these qualities and
the ability to make hard decisions, the organization and its people will not
the sage words of Jack Welch, “Face reality as it is, not as it was or as you wish it to
“Many people cannot take decisions. Only real leaders face
up to realities and take important decisions.” – Dag Heward Mills, from The Art
Mary T. O’Sullivan
MSOL, ACTP, PCC, SHRM-SCP, is
an experienced speaker. writer, and executive coach with 30+ years’ experience
in large corporations such as General Electric, Lockheed Martin and Raytheon.
Today, she supports executives, managers, business owners and professionals who
seek to improve performance and to learn to be better leaders. When her clients
execute on her recommendations, they achieve a 100% track record of success.
Mary T. O’Sullivan
holds a Master of Science, Organizational Leadership, is a Professional
Credentialed Coach (PCC) by the International Coaching Federation (ICF), holds
the SHRM-SCP designation, and is a member of the Employees Assistance
Professional Association. Mary holds a Graduate Certificate in Executive and
Professional Coaching, University of Texas at Dallas, and has been awarded the
ACTP certificate. She was nominated by her professors and admitted to Beta
Gamma Sigma, the International Honor Society. She has also completed Advanced
Studies in Education from Montclair University, SUNY Oswego and Syracuse University.
Mary is a Certified Six Sigma Specialist, Contract Specialist, Integrated
Product Team (IPT) Leader, Certified Appreciative Inquiry Practitioner and
holds a Certificate in Essentials of Human Resource Management from SHRM. She
also earned a Certificate in EQi-2.0 and EQ360 assessments.
Mary is the
founder of Encore Executive and Executive
Coaching, Rhode Island
Professional Coach Alliance, and the
author of Ponderings of a
Corporate Refugee: Observations from the Cube. The book is available on Amazon.com