Whatever side of the fence you find yourself regarding the allegations concerning CBC journalist and host Jian Ghomeshi, the fact is that Mr Ghomeshi, an employee of the Canadian broadcasting corporation, was terminated from his position.
From a managerial leadership point of view, a dismissal is unpleasant. But it's the manager's job to apply consequences to disappointing actions, subpar performance, and/or a failure to meet behavioural expectations.
In my book, How Dare You Manage? Seven Principles to Close the CEO Skill Gap, I write about how CEOs are accountable for making sure that within their organization, managers add value. And the "sacred relationship" of manager and direct report must be protected and respected. A functional relationship employs truthfulness as a key driver. On the other hand, a dysfunctional relationship will thrive when anaklesis (i.e., the inability of individuals to hold honest conversations about issues with others due to a fear of damaging the relationship) takes root.
Perhaps anaklesis reigned for some time at the CBC before the axe fell. Only time (and it appears that a lengthy legal battle is about to begin) will reveal all the details and steps taken during Mr Ghomeshi's tenure.
At the simplest level, in the Ghomeshi case, a manager made a decision to terminate an employee. Given the star power of the former CBC employee, no doubt this decision was escalated to the highest ranks. A recent statement issued by CBC CEO Hubert T. Lacroix, confirms this. The corporation is supporting its management's decision to avoid internal dissonance by taking what it considers to be a fully justifiable managerial step.
