Alex Montana was sitting at his desk, pondering the job decision before him. Alex was the director from the United States division of ESH Manufacturing, a $4.6 billion, Cleveland-based company with procedures on three continents. ESH’s Boss had just offered Montana a campaign to a global vice leader. Normally, Montana might have leaped at this kind of chance, but he was concerned about its effect on his already strained personal existence.
Since his last promotion, he’d had trouble balancing a progressively demanding workload together with his duties to his wife and daughter in your own home. Montana felt pressure to simply accept the promotion.
His boss expected him to simply accept. Actually, his boss had stressed he didn’t have a second choice. He’d always imagined, which makes it large in the industry world. Success within this new role could put him in the running for COO and, eventually, Boss. But at what cost?
Authors: Thomas J. DeLong, Michael Kernish
Publisher: Harvard Business School (405106-PDF-ENG)
Publication: Jun 30, 2005 (Revision: May 4, 2006)
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