CHAPTER 4
Saving Face for the Wrong Reason
WE’VE NOW DEFINED what saving face is about and noted that it has to be done authentically. But that’s not the end of the story. Let’s take a look at a hypothetical.
John is in charge of the marketing division of a large multinational firm. One of John’s team members, Cory, has been with the company for only a few months, but in that time he’s impressed John with his positive attitude and his work ethic. The only problem—Cory’s last two sales forecasts have been wildly off, and they seem to be based on information that either has been compiled incorrectly or is from another sales region altogether.
Before the next sales forecast is due, John decides to sit down with Cory to go through his preliminary ...
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