When I first started working in then-Big Six consulting firm Coopers & Lybrand, the partner I was assigned to was a gentleman named Chris Abramson, and he had an enormous scale of responsibility. Yet whenever I talked with him, which was not that often, he gave me his undivided attention. He talked with me about my goals and my development opportunities. He shared stories about life (both his and mine) outside the office. Even in our short conversations, in which he frequently was directing me to do something, he injected some kind of personal remark or comment.
Three Ways Leaders Make Emotional Connections
There’s more to working relationships than just the job at hand.
October 02, 2012