What's that?
A couple of years ago, we identified a phenomenon we´ve decided to name "the loneliness of the top manager". This consists in his continuous reluctance or even aversion to discussing internal issues of crucial importance (e.g. strategic targets, personnel policy and impending problems etc.) with his immediate subordinates, whilst at the same time preferring to sort things out with somebody from outside the company. Not just with anyone, naturally, but with a person apparently for him clearly showing a genuine interest in him and his problem and demonstrating the "art of listening", as well as a trustworthiness and discretion.
The range of the complications and potentially threatening situations being compounded, necessitate that he solve them, not least for his health´s sake. At this point, an open discussion is called for to dissipate some of the tensions (so called "abreaction") perhaps due to stubbornness or a fear of internally losing face, all without compromising or endangering his status on his own turf. And, it is at this point that we come in!
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