The Hole in the Middle

Chapter 17: FRIDAY, DECEMBER 9, 2011

On Friday morning at nine sharp, I’m sitting in the conference room with Barry at the head of the table, while the search committee reviews the CVs of the candidates that we are about to see. It’s interview day, and everyone is here, everyone except Lil. I wonder if Lil has decided to disappear now that stakes are higher and the game is less diverting.

I’m drinking strong coffee, as hot as I can stand it. I’m determined to maintain a laser-like focus on this meeting today because I do not want to think about the dream I had last night, a dream that left me raw with longing and sick with disloyalty at four in the morning. I dig my nails into the palm of my hand to pull my attention back to the meeting. I will not think about Will. Except that I have to confirm our plans for dinner.

J. Sophie Whelan

To: [email protected]

Sent: Friday, December 9, 2011, 9:16 AM

Subject: Dinner



Slight change of plans for dinner. Can you come to our house? We have a few friends coming over – including Zoe, so you can catch up. Hope that’s OK with you. S





Barry hands around a sheet of paper. “Jenny Dixon advises me, on behalf of the HR department, that we should be asking every candidate the same questions,” says Barry, his tone betraying exactly what he thinks of HR bureaucracy. “Apparently, this is the new best practice in making hiring processes equitable.” Barry sighs audibly, then remembers himself, squares his shoulders and reads from the paper in front of him. “Thank you very much to Jenny for all of her efforts to protect the integrity of our process.” Barry raises his hands in the air and draws air quotes around the phrase ‘integrity of our process’, which causes Jenny to snort aloud.

Barry tries again. “I have here a list of questions, which have been approved by HR. I have also been advised that we should alternate questioners. Is there a volunteer who wants to ask the first question?”

“Why don’t I take the first one,” says Jenny. “‘Tell us how your work experience has prepared you for this position and why you are interested in this move at this point in your career?”

“Fine,” says Barry. “Next?”

“I’ll take the second question,” says Marvin. “’What would you hope to accomplish in your first one hundred days on the job?’”

“And I’ll ask the third one,” says one of the Board members, “’Discuss your management style and how you motivate a team’.”

“Thank you, Carl,” says Barry. “Carolyn? Do you want to take the fourth question? ‘Describe your specific experience in planning and executing a campaign?’” He looks at Jenny. “I still think that question is completely unnecessary, Jenny,” he says.

“And based on the job description, which involves running a fundraising operation, I still have to disagree with you, as do all of my colleagues in HR,” says Jenny briskly.

“I’ll ask that one,” says Carolyn.

Anusha raises her hand. “I’ll take number five – ‘What would you say to persuade a donor that he should support the Baxter?’”

“Excellent,” says Barry. “And I’ll take the final question, which invites the candidates to make a closing statement.” He pauses, and looks directly at me. “There will be no opportunities for unplanned questions. I hope everyone understands that. Now, please take a few minutes to review the materials and then we’ll get started.”

The door opens. Without looking up, Barry says, “We’ll be right with you. Please wait outside and we’ll come and get you in a moment.”

“I think I’m supposed to be in here, actually,” says a familiar voice, and Lil steps into the room. The beehive hairdo and the fox stole are gone; Lil is striking in a crisply tailored pinstripe suit and a ruffled silk tuxedo blouse.

“This is a private meeting,” says Barry.

“I was afraid this would be awkward,” says Lil with a laugh. I can see Marvin’s eyes light with recognition, but everyone else around the table looks uncomfortable or confused.

“I’m embarrassed to say that I’ve been having a little joke at your expense, Barry,” says Lil. “And I apologize for that. It was inappropriate for me, as the representative of the Baxter’s principal funder, to take this process anything less than seriously. I just get so few opportunities to wear my fox.” And she sits down in her usual seat.

Barry is flummoxed. “Mrs. Baxter?”

“Quite so,” says Lil, crisply. “Please don’t let me interrupt you any further. We should bring in the first candidate; he’s waiting outside.”

Barry’s mouth is open slightly and he seems a bit dazed.

“Why don’t I go and get the candidate,” says Jenny, diplomatically, and she walks over to the door and beckons into the hallway.

The man who enters is unusually tall – at least six foot two – and in his early sixties. He’s tanned and energetic, with a slight paunch that would be more pronounced on a shorter frame. Barry gestures to the empty seat at the end of the table, and once the man is settled, announces, “We are very pleased to have Stephen Paul with us today. For those of you who read the business pages on a regular basis, Stephen requires little introduction. He has recently retired as the CEO of the Ascot Group and it is a great compliment to the Baxter that he is considering spending the next few years investing his considerable experience in our organization. Welcome, Stephen.”

Stephen opens his mouth, presumably to affirm his membership in the Barry-Stephen Mutual Admiration Society, but Jenny steps neatly into the void. “Mr. Paul,” she says, formally, “we are seeing several candidates for this critical position at the Baxter Hospital, and we have a set list of questions …”

I take advantage of the introductory patter to check my BlackBerry under the table. There’s nothing from Will yet, but there is one from Geoff, marked with a little red exclamation mark that inspires dread. I’ve managed to dodge him since his declaration yesterday, and my current plan is to avoid being alone with him until after the holiday ad shoot. It’s callous, self-serving behavior that does me little credit, I know. But if I reject him now, the risk that the holiday ad will be compromised is high.

Geoffrey Durnford

To: [email protected]

Sent: Friday, December 9, 2011, 9:35 AM

Subject: Are you OK?



I didn’t see you yesterday after our conversation. Is your wrist OK? I’m worried about you. Can you meet me for lunch today?





J. Sophie Whelan

To: [email protected]

Sent: Friday, December 9, 2011, 9:47 AM

Subject: Re: Are you OK?



Hi there,

Sorry you were worried. It’s been a busy 24 hours. I’m tied up in search committee meetings today, so I can’t have lunch. Too bad!

Speak soon,

Sophie



“… in conjunction with our Board of Directors, that it was time for the Ascot Group to do some blue sky thinking about its mission and vision,” Stephen says. “So it made sense to do a leadership transition. On a personal level, playing this key role at Baxter will allow me to leverage my expertise for the public good, which is something that I feel strongly about, while still having more time to pursue independent interests than I have had for the last number of years. In short, I can say with confidence that I offer the set of skills that this hospital requires at this juncture.”

William R. Shannon

To: [email protected]

Sent: Friday, December 9, 2011, 9:58 AM

Subject: Re: Dinner

Sure. What’s the address? What can I bring? WRS



Marvin asks a question. “Well, to be frank,” answers Stephen, “I would be reluctant to get too granular about my plan for the first one hundred days at this stage. There is no question that we would engage immediately in a strategic planning process to identify goals for the Baxter organization. And you can’t design a critical path to arrive at the specified goals without engaging in a process of SWOT analysis ...”

J. Sophie Whelan

To: [email protected]

Sent: Friday, December 9, 2011, 10:18 AM

Subject: I might have neglected to mention

Will Shannon is in town. He’s coming to dinner tonight.



Zoe Hennessy

To: [email protected]

Sent: Friday, December 9, 2011, 10:22 AM

Subject: Re: I might have neglected to mention



!!!!!!!



With effort, I wrench my focus back to Stephen Paul’s interview. “… when we understand the core competencies of the organization, we can begin to operationalize our strategic plan. Of course, arriving at a strategic plan that makes sense at Baxter will likely involve an extensive stakeholdering process. Completion of that process may not be actionable in the first one hundred days, but we’ll bear down and aim high.”

Carl the Board Member beams. “Terrific, Stephen. Thank you for that insight. And may I say how much I have admired your career at Ascot. It’s an honor to have an executive of your stature in our process.” The spectacle of these men rubbing up against each other is excruciating, and I can see clearly how foolish I have been to hope that a new VP could make any difference at all to my job satisfaction. I have a chilling vision of myself five years hence, writing press releases littered with corporate jargon for Stephen Paul as I grow increasingly bitter and less relevant, perhaps turning into someone to be tolerated and worked around: someone like Joy.

With a shudder, I go back to my BlackBerry.

Zoe Hennessy

To: [email protected]

Sent: Friday, December 9, 2011, 10:29 AM

Subject: Re: I might have neglected to mention

Neglect bordering on the criminal – more on that later.

But for now – why did you invite him to dinner??? Does Jesse know? Doesn’t he hate Will?



“….human capital is arguably the key resource that a manager has to leverage. Recruitment, retention and responsibility are the three Rs of management on my team. You need to find the right people, get them on the same page and delegate. But there’s no victory to be had in herding cats, so commitment to the team is paramount. If you want to succeed in change management, you need to empower people to participate actively in the process.” Stephen Paul chuckles. “I’ve always said there’s no need to miss golf season when you have a team you can trust.”



J. Sophie Whelan

To: [email protected]

Sent: Friday, December 9, 2011, 10:50 AM

Subject: Re: Re: I might have neglected to mention

He doesn’t hate Will! It’s complicated. But dinner will be fine.



Carolyn Waldron has her chin balanced on her fist, and her brows are knitted together in concentration. “I confess to being one of those who may be a little out of touch with the language of business,” she says. “But I’m hoping that you’ll be able to help me by being very specific in your answer to the next question. Could you please describe your experience with fundraising and campaign planning?”

“The Ascot Group has a very robust philanthropic arm, and I have always taken a direct interest in ensuring that our business has a significant charitable footprint. Now, it’s true that our foundation at Ascot was in the business of providing funds to charities, while Baxter is in the business of acquiring funds. But these are two sides of the same coin. My experience suggests that fundraising, like business, is all about creating incentives so that people perceive investment with your organization to be in line with their self-interest.”

Zoe Hennessy

To: [email protected]

Sent: Friday, December 9, 2011, 10:57 AM

Subject: Re: Re: Re: I might have neglected to mention



Complicated? You think? Everything with Will Shannon is complicated.



You are in a weakened state. You are wandering into dangerous territory. Have you seen what happens to wounded gazelles on the Discovery Channel? You’re the gazelle. Don’t take a stroll through lion country.





Carolyn Waldron says, “I wonder if I might ask a follow up question?”

Stephen Paul inclines his head. “Certainly,” he says.

“I’ve been listening to you describe a process by which you would consult others about the vision for the hospital. What do you think the vision for our organization should be?”

“Again,” says Stephen, “I feel it’s premature to commit myself to a vision at this juncture. I would need to loop in and really immerse myself in the organizational DNA, and complete a strategic planning process before I would feel confident that we had arrived at a collective understanding of the way forward.”

“Wonderful,” says Barry. “Thank you, Stephen! Would you like to make a closing statement?”

“Only that I look forward to your decision,” says Stephen, rising from his seat and making his way to the door. Barry watches him go with a look of great fondness, and as soon as the door closes behind him, announces: “Well, it’s certainly going to be hard to top that!”

“Indeed,” Lil mutters under her breath, and Jenny, sitting next to her, smothers a giggle.

J. Sophie Whelan

To: [email protected]

Sent: Friday, December 9, 2011, 11:02 AM

Subject: Re: Re: Dinner



68 Harrison Drive. Just bring yourself! Looking forward to seeing you. S



Karim Assaf is seated at the table now, a striking counterpoint to Stephen Paul. He’s in his early thirties, south-east Asian and dressed to kill in a slim-cut three-piece suit and thick-framed rectangular glasses. I’ve seen pictures of him, of course; he’s the Executive Director of Development for the City Arts Center, and enjoys a modest, local variety of fame that involves being photographed at fundraising events in the fashion pages.

Geoffrey Durnford

To: [email protected]

Sent: Friday, December 9, 2011, 11:08 AM

Subject: Re: Re: Are you OK?



Let’s meet after work for a drink, then. I want to see you. G.



“… I’m very proud that we’ve increased our membership by twenty-five percent over the past two years,” says Karim. “I attribute this in large measure to our events portfolio. As you may know, we run several large scale events each year, not unlike your Gala, and we also run a for-profit independent film festival. All of these events have had great press and brought our programs to a much wider audience than ever before…”

J. Sophie Whelan

To: [email protected]

Sent: Friday, December 9, 2011, 11:12 AM

Subject: Fwd: Re: Re: Are you OK?



Also, I’m having a little trouble managing Geoff.



“… first priority is going to be to put the Baxter through a branding exercise. The Baxter does outstanding work, but it doesn’t work hard enough to draw the community in. In the fundraising world these days, it’s not enough to have a worthy cause – saving sick children in your case, which is as worthy as they come – you have to market yourself so that people think it’s hip to be associated with you. That’s what we did very effectively at the CAC, and you can do it too. But you are going to need to invest in your public image and also in your events program to draw people in. I’d like to see you with a much busier social calendar, but of course, that will take more than one hundred days to put into place.”

Zoe Hennessy

To: [email protected]

Sent: Friday, December 9, 2011, 11:22 AM

Subject: Re: Fwd: Re: Re: Are you OK?



If I give you my advice, will you follow it?



“… it will be very important to me to be present in the details, as we move toward a fundraising program that is more events-based. My practice is to treat every event with the care and attention that I would give to a party at my own home. I insist on having the final sign-off on all aspects of the event – menus, flowers, seating arrangements, entertainment: the works. It’s the only way to ensure that the brand is consistent….”

As I consider my response to Zoe, I realize that there is a worse fate imaginable than serving as Director of Communications for Stephen Paul, which is becoming shackled to an operation whose major function is to churn out events trumpeting the global significance and essential coolness of Karim Assaf. It occurs to me that this could be the right time in my life to join the opt-out revolution, to thumb my nose at Barry and Stephen and Karim and the daycare Director, to stay home and devote myself to raising better men than the ones I work with every day. In the meantime, though, I need Zoe’s help.

J. Sophie Whelan

To: [email protected]

Sent: Friday, December 9, 2011, 11:37 AM

Subject: Re: Re: Fwd: Re: Re: Are you OK?



I promise.





“… any pitch to a prospective donor is going to be closely linked to the Baxter’s brand. For example, I wouldn’t want to jump the gun and commit to a donor strategy without having the data from an impact study. I also think, incidentally, that your question highlights an antiquated approach to fundraising that I would like to change. There is a place for face-to-face meetings, yes, but social media is changing the way we communicate with our supporters. I am a big proponent of using Facebook and Twitter to link with our donors. This approach, combined with a regular series of invitations to events will ensure that your donors regard you as a friend in their network, and not just a faceless entity with its hand out.”

Zoe Hennessy

To: [email protected]

Sent: Friday, December 9, 2011, 11:46 AM

Subject: Re: Re: Fwd: Re: Re: Are you OK?



DO NOT ENGAGE. NOTHING GOOD CAN COME OF IT. IGNORE HIS EMAIL. DO NOT MEET HIM FOR DRINKS. YOUR LIFE IS COMPLICATED ENOUGH RIGHT NOW.



“I want to thank you for bringing such a refreshing perspective to these issues,” says Barry. “Would you like to take the opportunity to make a closing statement?”

“Indeed I would,” says Karim. He straightens in his seat. “The Baxter is an integral part of the fabric of our city. For almost one hundred years, it has nurtured our children. But the world of philanthropy is changing and the Baxter is being left behind. It’s time for a paradigm shift.” Barry nods vigorously in the background. “I want to help redefine the Baxter as an organization of the moment. I want our events to be the must-attend highlights of the social calendar. I want to associate our brand more closely with celebrity spokespeople. The Baxter’s image should be fun, youthful and glamorous.” He pauses for effect. “Once we have a new look and feel, I think you will be amazed at how quickly the dollars flow in!”

“Splendid!” Barry says. “Well, I’m sure I speak for all of us when I say that you have given us a call to action, Karim. Some very, very important ideas for us to think about, and I thank you for that. We will be in touch shortly.”

Karim leaves, and Barry says to the table: “Well, no one could dispute the return on investment for this committee so far. We have a front runner and a strong fallback in case we can’t meet Stephen’s salary expectations – not bad for a morning’s work.” He smiles. “Let’s get the last one over with and wrap this up.”