I remember a lesson I learned the hard way once. I'd put it something like, "Occasionally someone will get power over you or your organization that you didn't m

I remember a lesson I learned the hard way once. I'd put it something like, "Occasionally someone will get power over you or your organization that you didn't mean for them to have. Trying to make decisions as if they didn't have that power - just because you didn't mean for them to have it - will result in pain for you." Perhaps that could be said more elegantly, but it's oh-so-painfully true. Sometimes someone low in the org chart without a fancy title comes into a lot of respect, or becomes the face of the company, or becomes good friends with a supplier or major client. Like it or not, that makes it time to reward, promote, and retain them, even if they "shouldn't" have that power. Best case scenario you can be enlightened about it and try to bring out the best in them. This, this entry right here - this is the worst case scenario in action.