BYLINE: MARIANNE MERRILLS On a recent afternoon, as I was typing the word research on the cover of my cover letter for a new software company, I noticed something odd: The firm’s CEO had written in a note that he was “very excited” about my company’s research and innovation strategy.
But that was the only mention of research and engineering I found.
The company had also sent a cover letter with the same cover letter.
I had to call the chief information officer, who said the company had just moved from a research-focused strategy to a new one that focused on its customers.
That was it.
I was surprised.
In fact, I was angry.
The way I saw it, the research-driven strategy was designed by a team of top executives.
Its top brass were smart, experienced and ambitious, so the new strategy was not going to be the last thing they would do.
I called up one of the founders of a major research-intensive tech company and told him I was unhappy about this.
He said the team had already decided to move on.
I wondered if he meant he was leaving.
It turned out that he had been fired a few months earlier.
The experience was not all bad for me.
In the letter, I said I was leaving to find a new company to work for, and I had put in a lot of effort to be an effective leader.
The team had done all the work.
But I had also made a mistake.
I had made a big mistake in my own leadership.
I was too optimistic about the company and its future.
The letter I had sent to my boss was a mistake because I was not really focused on what the company’s researchers were doing.
I thought the company was doing everything it could to help me and the people I worked with, but I also did not know how to build that kind of team.
I also didn’t have the experience to be able to handle the team dynamics.
I could not imagine how this would work out.
So I started thinking about how to become a great leader.
But first I needed to understand why my team was working so hard on the research project.
To understand why the research team was doing the research, I had two things to do.
First, I needed an accurate and complete picture of what the researchers were working on.
So I wrote down the key research questions in the new cover letter I sent my boss, which was the company itself.
I asked my chief information officers to explain to me exactly what was going on and what I could do to make things better.
I told the head of the research office about my findings, but never asked the chief.
And I never called him, even though he was responsible for getting the company to its new research strategy.
The second step was to understand how the company got the research to the researchers.
It was a little difficult to find the answers to those questions because I had not looked closely at the company for a long time.
I found out through research and analysis that the company did not have a good research-led structure.
I asked my colleagues if they could help me figure out what had gone wrong.
I even got the help of the head and chief technology officers to look into the research problems and fix them.
But it was clear that the research work was not being done right.
There was no research and it was not focused enough on its core customers.
It did not address the big question of whether the company could grow in the long term.
It was not done correctly, said my boss.
I have had to change how I think about research and the research strategy, he told me.
I need to focus on the long-term.
And that means more people, he said.
I did not respond immediately, but a few weeks later I had another meeting with the chief technology officer.
He told me the research was still not focused.
The team’s research strategy is still not being carried out right, the chief said.
I have to do more research to find out how to do this right.
I said, That is not good.
The research work has not been carried out properly.
We have to change it.
I want to do it right.
The head of research told me I should not be afraid to change my team.
It did not take long before my boss told me that I had a big problem.
It is time for me to change.
I took a month off and I was now a consultant.
I took a week off.
I returned to work.
My new team was ready to tackle the problem of research.
The new research team’s leadership is very good, my boss said.
But it is not enough.
I must do more to make it right, he added.
I would like to hire people who can do the research.
I think I need people who are very focused