Thinking about Geithner / Daschle and the Search Vetting Process
Although my team is up to bat – and I’m rooting for them and for us – I must admit that watching the Cabinet selection process has me wondering.
Since my TW team and I identify and evaluate leadership executives – every day – I’m experienced with this process. It’s important to find talent, ability, qualified experience sets, the right cultural fit – and good solid judgment. In my humble opinion, judgment is the key. Right up there with the Golden Rule. If the people who are going to be your colleagues – and/or leaders – cannot make sound decisions – why have them around?
The recent series of events around the Geithner and Daschle nominations are well documented. It’s sad, because these are obviously 2 good people, dedicated to public service, who made questionable personal decisions. That the Selectors were willing to turn their heads to G & D tax mistakes is one set of judgment calls to consider. That G & D both overlooked paying taxes is not the real issue. That happens. It’s that they decided to pay the entire tax amounts only when they were nominated for visible public office. Those are serious judgment issues. Decisions were made that their years of service out-weighed these personal tax decisions. I think they tell us something about the person and their decisions to do the right thing may be somewhat selective. On both sides of the equation. What do you think?
(Note: I’m not going to get into Daschle’s lobbying activities – not considered by Obama’s no-lobby White House. You can read plenty about that in the NYT editorial last Monday. http://www.nytimes.com/2009/02/03/opinion/03tue1.html?bl&ex=1233896400&en=abcd08ed904c54b0&ei=5087%0A )
What type of example does this set? What kind of leadership is this?
As I write this, I’m watching the 60 Minutes show, interviewing the crew of US Airways flight 1549. An amazing contrast of events…