Escape of Captain Jackson from Chaos Island (Hong Kong) There were going to be no surprises when I went into my performance review with my boss. I knew that 2009 had not been my stellar, break out year for my professional career. As I sent him an email one evening as I was trying to figure out if I was even needed at my company, “I feel lost.” And that was it. He replied quickly back, “Let’s talk during your performance review.” And here it was. He stopped in front of my office door and knocked. “You ready?” And he smiled. “Let’s get this over with,” I said and let out a breath. He laughed outloud. I followed him around the office. All the conference and board rooms were occupied, so we went into the empty Executive Director’s corner office that held fantastic vistas of the Hong Kong Victoria Harbor. He sat behind the oak desk and swiveled in his chair and he and I spent a couple of seconds taking in the gorgeous view – with the slightly smoggy blue skies hugging the harbor. Then he turned back to me and pointed to the stack of papers on the top of the desk. “I could go through this,” he pushed his finger down on the paper. “But its just business bullshit.” He looked at me. “You know me. I am just going to be straight.” I tried to calm myself and hide my anxiety. “Sure,” I said. He looked at me before he spoke. “You are not making any friends at a management level. Actually some countries do not want even want to invite you back. You are creating rebellion wherever you go.” “But isn’t that good? I am getting people to question why some things are the way they are?” “No its good to get people to question. But you got to do it on both levels. At the ground level and at the management level. You are acting like Captain Jackson with the people on the ground. Rallying them, causing chaos, and then you are on a plane out of the country. You don’t spend anytime with the management to find out why things are the way they are. There is a reason why they do things the way they are.” “Is there? Because “Hey I know how you think. I have been working with you since South Africa. I know why you do things the way you do. But what I am saying – you got to do things the correct way. You have to engage management first – find out what’s going on – and then get those on the ground to respect the decisions that the management is giving. And if you don’t agree with the management decisions, tell management that. Stop causing mutiny in the lower ranks.”