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MAYYOUMANAGEPEOPLE
faction.Thishappenedbecausewehadlearnedthatreadersdidnothave
thetimetodipintothemagazineeverytwoweeks.Issuinganexpandedver-
sionofthemagazineonceamonthhitthebullseye.Thankstothis,wehave
transformedalmostallourspecialistmagazinesintomonthlies.
Butitisnotalwayseasytomakeadecisionwithoutaconsensus.Tenyears
ago,inaninterviewforthemagazinePolityka,Ispoke,amongotherthings,
aboutmakingdifcultdecisions.Ithenrecalledtheexampleofthefilm
TheLonelinessoftheLong-DistanceRunner,whichIhadwatchedbackinmy
studentdays.Thefilmdepictsthedilemmasandemotionsoftheprotago-
nist:aborstalinmate.Resocialisationwasachievedbypracticingsports.
Theboyhadtodecidewhethertowintherace,reafrmingthegovernor
oftheborstalinhisbeliefinthevalidityofthesystem–based,intheboy’s
view,oninjusticeandviolence–andgainagoodreputationandotherbene-
fitsinreturn,ortodeliberatelylose,forfeitpossibleprivileges,butprotest
againstthemethodsusedintheborstal.
Suchthoughtsmakehimfeellonely;everythingisalluptohim.Thepoint
isthatmanagers,whenmakingadecision,mayalsofeellonely.Evenwhen
consultationsareheld,thewholeburdenofchoice–oftenunpopular–rests
ontheirshoulders.Inthecaseofverydifcultdecisions–burdenedwith
multiplerisksandhazards–thislonelinesscanbeimmense.Itisamplified
byfearsandconcernsthatifthedecisioniswrong,itwillturnouttobe
afailurewithcatastrophicconsequences.
ThiswasthekindoflonelinessIfeltwhen,afewyearsago,Idecidedtobuy
sharesinacompanycalledInforBiznesfromAxelSpringer.Buyingthese
assetswasveryexpensive,andwewereinadifcultfinancialsituationat
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