| Abstract: | John Thorbeck is an executive with a ten-year career history of successes--and a sense of repeated failure. Just out of business school, he was marketing director at the Aspen Skiing Company for three years and helped to reverse thirteen seasons of decline. At the Timberland shoe company in the mid-1980s, he led a marketing strategy that tripled sales. At the Bass shoe company, where he was CEO from 1987 to 1990, he took the company from big losses to big profits. Now he is president, CEO, and part owner of a third shoe company--Geo. E. Keith--that is surely the oldest, perhaps the smallest, and arguably the finest shoemaker in the United States. But the high points of Thorbeck's résumé conceal a leadership education that led him only slowly to abandon confrontational management in favor of management by history, values, competence, and what he calls organizational coherence. In his first two marketing jobs, he fought wars with his opponents and won. Then at Bass, he tried to recapture the company's proud past. He revived company folklore and history, gave workers back their pride in workmanship, and used this rejuvenated company spirit to meet and win new markets. Yet he was trying to take Bass someplace its owners simply wouldn't let it go, and he left the company profitable but divided, the work force eager to go one way, owenership another. In each of his jobs, Thorbeck overlooked some vital part of the organizational community.(ABSTRACT TRUNCATED AT 250 WORDS) |
