Dizzy Boy

CEO: “Why did you approve the leave request without bringing it to me first?” HR: “Because the employee had completed the required process, and the policy allows it.” CEO: “I run this company. Nothing happens here without my approval.” HR: “Then we should update the policy so employees know that.” The CEO stared at her. CEO: “Are you telling me how to run my own company?” HR: “No, sir. I’m telling you what the company’s policy says.” This happened in our office on Lagos Island. The conversation started over one employee’s leave request, but it quickly became about something much bigger. The CEO wanted HR to reverse the approval. She refused because she believed doing so would set a bad precedent for the entire department. Later that afternoon, the CEO called her into his office again. CEO: “I don’t like being challenged in front of my staff.” HR: “I understand, sir. But if I’m only allowed to agree with you, then there’s no point in having an HR department.” He dismissed her. For the next few days, nobody knew what would happen. Some people said she had made a mistake by standing her ground. Others felt she had simply done her job. Then the CEO called another meeting with HR. This time, he didn’t mention the leave request. He said, “Going forward, bring these decisions to me before you approve them.” HR asked, “Will that be an official change to the policy?” He paused before answering. That was when I realized the argument had never really been about one employee taking leave. It was about whether the CEO wanted a professional who could make decisions or someone who would simply carry out his wishes. In some offices, doing your job correctly can still put your job at risk. And sometimes, the person who hired you for your expertise is the same person who struggles when you actually use it.