Майкл Мансон - молодой и энергичный менеджер - решил вплотную заняться этой проблемой, предложив провести специальный тренинг для сотрудников, занимающихся аналогичными вопросами.

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Traditionally, investment banks perform exhaustive financial due diligence to understand a company's prospects before accepting it as a client. During the technology boom of 1998-2000, the rules changed.

Numerous early-stage telecommunications companies with almost no financial histories sought services from my group at Goldman Sachs. Bankers were suddenly thrust in the new position of evaluating businesses based upon unfamiliar technology distinctions. I struggled to grasp the significance of core technologies and discovered that many colleagues faced similar challenges.

In response, I decided to arrange a seminar that would teach telecom technology concepts. As an analyst, I could not alone receive the attention and support of my group's leaders. Therefore, I coordinated with peers to collectively pitch the proposal. Eventually, management supported the project and suggested that internal industry experts lead a seminar. I surveyed my peers to understand problem areas and developed a syllabus.

Goldman's experts repeatedly cancelled the session, however, as they considered training a relatively low priority in the midst of the chaotic deal environment. After researching alternatives, I suggested that we set a firm date and hire external technology consultants to provide a more comprehensive, albeit costly, seminar.

Management accepted this proposal and more than two hundred attendees from multiple investment banking groups attended the full day of training. According to colleagues' comments, the firm both targeted clients more carefully and advised them more intelligently as a result. While selling this expensive alternative to group leaders, I learned the importance of building a coalition and articulating a proposal in appropriate terms. Management committed funds once I detailed how the training would help the firm win additional business and not serve merely as continuing education.

I also learned that identifying a problem is not enough to contribute to an organization. Leadership requires persistence to develop and implement a solution in the face of institutional resistance.

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