Culture Change: Beware the CEO Wolf in Sheep’s Clothing, Part 2

by Brie Barker | Leadership Development

My leadership blog is all about helping current and emerging leaders learn how to transform difficult conversations and dysfunctional workplace relationships into positive and productive ones.

Brie Barker

Culture Change: Beware the CEO Wolf in Sheep’s Clothing, Part 2

Attention!

Don’t read this post until you’ve read Part 1.

/

In last week’s “Case Study”, we left off where the HR Manager had informed the L&D company that the CEO had decided not to engage them for the 3-year contract and that they would be seeking a different vendor.

/

But before we get into “What the Heck Happened?!”, I’m going to come clean on something …

/

This scenario actually took place. I know, because I lived it. I’m not going to say what organization this was, for two reasons:

1. The Nature of Truth

The facts of this story are accurate. Others people’s emotions, intentions and beliefs I put forth are my interpretation, that is, they portray my truthful experience. I acknowledge that the truthful experience that other people involved had may be different than mine.

2. Lawsuits Aren’t Fun

I share this story so that others may learn from it, not to defame anyone or any organization. I hold no malice!

/

So, that being said …

/

What I Think Happened:

/

Are you familiar with Aesop’s fable, The Scorpion and The Frog?

/

If not, here’s a great 2-minute video by Way Singleton that will bring you up to speed:

/

/

Here’s how this cautionary tale links up with my story:

/

The frog represents the people in the organization who want to work within a culture of cooperation and collaboration.

The shore the frog and the scorpion are swimming to is where that culture exists.

The scorpion is the CEO, with one distinction:

regarding it’s nature, the scorpion is self-aware … this CEO, I fear, is not.

/

As a Certified Professional Behavioural Analyst, my observations of this CEO indicate a High-D (Dominant) profile, based on the DISC model of behavioural analysis.

/

Now, there are certain characteristics of a CEO with a High-D profile that are generally assets when they choose to champion something:

/

Innovative
Forward-looking
Persistent
Problem solver
Challenge-oriented
Results-oriented

/

However, here are some other characteristics of someone with a High-D profile:

/

Demanding
Competitive
Argumentative
Opinionated
Aggressive
Egotistical
Lacks tact and diplomacy
Gets angry when stressed

/

See the problem in this situation?

/

I see this CEO’s natural behaviour in stark contradiction to the kind of culture this CEO is the self-proclaimed champion for.

/

It’s like the CEO is saying,

“We need to create a culture of cooperation and collaboration, one that values diverse opinions that everyone feels encouraged to share.

“This has to be accomplished by the end of this fiscal year and I know exactly what needs to be done and what each of you has to do. If you’re not on board with this then you don’t belong here.”

/

If this organization is to successfully manifest this culture change, I think one of two things needs to happen:

/

One:

Their CEO needs to become self-aware of the contradiction I’ve described and learn to adapt their behaviour to be in sync with the desired culture change.

/

Two:

Get a different CEO, one that is more suitable for this far-sweeping initiative.

/

If one of these two things don’t take place, I fear this culture change is doomed to fail.

/

That being said, I truly hope they’re able to pull it off.

/

Have a productive and enjoyable day!

/

/— Brie

Blog Post

Culture Change: Beware the CEO Wolf in Sheep’s Clothing, Part 2

Attention!

Don’t read this post until you’ve read Part 1.

/

In last week’s “Case Study”, we left off where the HR Manager had informed the L&D company that the CEO had decided not to engage them for the 3-year contract and that they would be seeking a different vendor.

/

But before we get into “What the Heck Happened?!”, I’m going to come clean on something …

/

This scenario actually took place. I know, because I lived it. I’m not going to say what organization this was, for two reasons:

1. The Nature of Truth

The facts of this story are accurate. Others people’s emotions, intentions and beliefs I put forth are my interpretation, that is, they portray my truthful experience. I acknowledge that the truthful experience that other people involved had may be different than mine.

2. Lawsuits Aren’t Fun

I share this story so that others may learn from it, not to defame anyone or any organization. I hold no malice!

/

So, that being said …

/

What I Think Happened:

/

Are you familiar with Aesop’s fable, The Scorpion and The Frog?

/

If not, here’s a great 2-minute video by Way Singleton that will bring you up to speed:

/

Here’s how this cautionary tale links up with my story:

/

The frog represents the people in the organization who want to work within a culture of cooperation and collaboration.

The shore the frog and the scorpion are swimming to is where that culture exists.

The scorpion is the CEO, with one distinction:

regarding it’s nature, the scorpion is self-aware … this CEO, I fear, is not.

/

As a Certified Professional Behavioural Analyst, my observations of this CEO indicate a High-D (Dominant) profile, based on the DISC model of behavioural analysis.

/

Now, there are certain characteristics of a CEO with a High-D profile that are generally assets when they choose to champion something:

/

Innovative
Forward-looking
Persistent
Problem solver
Challenge-oriented
Results-oriented

/

However, here are some other characteristics of someone with a High-D profile:

/

Demanding
Competitive
Argumentative
Opinionated
Aggressive
Egotistical
Lacks tact and diplomacy
Gets angry when stressed

/

See the problem in this situation?

/

I see this CEO’s natural behaviour in stark contradiction to the kind of culture this CEO is the self-proclaimed champion for.

/

It’s like the CEO is saying,

“We need to create a culture of cooperation and collaboration, one that values diverse opinions that everyone feels encouraged to share.

“This has to be accomplished by the end of this fiscal year and I know exactly what needs to be done and what each of you has to do. If you’re not on board with this then you don’t belong here.”

/

If this organization is to successfully manifest this culture change, I think one of two things needs to happen:

/

One:

Their CEO needs to become self-aware of the contradiction I’ve described and learn to adapt their behaviour to be in sync with the desired culture change.

/

Two:

Get a different CEO, one that is more suitable for this far-sweeping initiative.

/

If one of these two things don’t take place, I fear this culture change is doomed to fail.

/

That being said, I truly hope they’re able to pull it off.

/

Have a productive and enjoyable day!

/

/— Brie

© 2018 Connected Conversations™

Culture Change: Beware the CEO Wolf in Sheep’s Clothing

by Brie Barker | Leadership Development

My leadership blog is all about helping current and emerging leaders learn how to transform difficult conversations and dysfunctional workplace relationships into positive and productive ones.

Brie Barker

Culture Change: Beware the CEO Wolf in Sheep’s Clothing

Most would agree that it’s almost impossible to successfully bring about a major culture change throughout an organization without it’s leader as the ultimate champion of the initiative.

/

However, this very same leader/champion can also be the reason the desired culture change is doomed to fail.

Culture Change “Case Study”

Part 1 – Things Are Looking Up!

A fairly large, decades-old organization has the following cultural characteristics:

/

⇒ a command-and-control approach to leadership and management

⇒ a culture of isolated and competing silos

/

The organization’s CEO has decided that there has to be a significant shift if they’re going to survive and thrive — a shift that creates a culture of genuine collaboration and cooperation.

/

Most of the organization’s executives, managers and general staff agree with the CEO and are excited to see the CEO assume the role of champion for the change.

/

The CEO tasks the HR Manager with issuing an RFP to external learning and development companies to outline, then design and deliver, a 3-year program that will change the necessary attitudes and behaviours required to manifest the culture change.

/

The selection committee — which includes the CEO — awards a company the initial contract, which calls for a pilot workshop for the entire C-Suite and a representative from each department. Pending a favourable outcome, the company will be awarded the full, 3-year contract.

“Wow!” I hear some people saying. “I know a few organizations that would kill their prize sheep for a CEO like this!”

The selected L&D company comes in and delivers the pilot workshop. They’ve not only has given the organization everything they wanted to see based on the RFP and subsequent discussions, but the methodologies embedded in the design of the workshop modelled the values and collaborative approach the CEO wanted to see instilled in the organization.

/

The HR Manager was highly impressed.

/

A few days later, the HR Manager informs the L&D company that the CEO has decided not to engage them for the 3-year contract and that they will be seeking a different vendor.

“Uhhhh … what’s that, Brie?”

Culture Change “Case Study”

Part 2 – What the Heck Happened?!

**Leave a comment with what you think could have happened to derail this train!**

Next week, I’ll share with you what I think happened and what we can learn from it.

/

Have a productive and enjoyable day!

/

— Brie/

/

P.S. Did you think the quotation marks I bracketed Case Study with were an indication of punctuative ignorance?

Blog Post

Culture Change: Beware the CEO Wolf in Sheep’s Clothing

Most would agree that it’s almost impossible to successfully bring about a major culture change throughout an organization without it’s leader as the ultimate champion of the initiative.

However, this very same leader/champion can also be the reason the desired culture change is doomed to fail.

Culture Change “Case Study”

Part 1 – Things Are Looking Up!

A fairly large, decades-old organization has the following cultural characteristics:

⇒ a command-and-control approach to leadership and management

⇒ a culture of isolated and competing silos

The organization’s CEO has decided that there has to be a significant shift if they’re going to survive and thrive — a shift that creates a culture of genuine collaboration and cooperation.

Most of the organization’s executives, managers and general staff agree with the CEO and are excited to see the CEO assume the role of champion for the change.

The CEO tasks the HR Manager with issuing an RFP to external learning and development companies to outline, then design and deliver, a 3-year program that will change the necessary attitudes and behaviours required to manifest the culture change.

The selection committee — which includes the CEO — awards a company the initial contract, which calls for a pilot workshop for the entire C-Suite and a representative from each department. Pending a favourable outcome, the company will be awarded the full, 3-year contract.

“Wow!” I hear some people saying. “I know a few organizations that would kill their prize sheep for a CEO like this!”

The selected L&D company comes in and delivers the pilot workshop. They’ve not only has given the organization everything they wanted to see based on the RFP and subsequent discussions, but the methodologies embedded in the design of the workshop modelled the values and collaborative approach the CEO wanted to see instilled in the organization.

The HR Manager was highly impressed.

A few days later, the HR Manager informs the L&D company that the CEO has decided not to engage them for the 3-year contract and that they will be seeking a different vendor.

“Uhhhh … what’s that, Brie?”

Culture Change “Case Study”

Part 2 – What the Heck Happened?!

**Leave a comment with what you think could have happened to derail this train!**

Next week, I’ll share with you what I think happened and what we can learn from it.

Have a productive and enjoyable day!

— Brie/

P.S. Did you think the quotation marks I bracketed Case Study with were an indication of punctuative ignorance?

© 2018 Connected Conversations™

Learning from “Negative” Workplace Emotions

by Brie Barker | Leadership Development

My leadership blog is all about helping current and emerging leaders learn how to transform difficult conversations and dysfunctional workplace relationships into positive and productive ones.

Brie Barker

Learning from “Negative” Workplace Emotions

Typically, when people think of the benefits of a passionate workplace, they get a picture of them stemming from people who are brimming with smiles, positivity and energetic collaboration.

/

However, you and your organization can also benefit from high intensity, “negative” workplace emotions — the “dark side” of passion.

/

In his recent HBR article, How to Build a Passionate Company, Jim Whitehurst, CEO of Red Hat, talks about 5 ways to foster the kind of passion that fuels great performance.

/

The first one on his list is the importance of letting people show their emotions at work. Jim says:

/

“We often use the term “emotional” like it’s a bad word, especially when it comes to the workplace. But inspiration, enthusiasm, motivation, and excitement are emotions too. If you ask your people to check their emotions (both the good and the bad) at the door, you can’t tap into their passion.”

/

I couldn’t agree more, Jim!

/

Imagine one of your staff members has a real bee in their bonnet – they’re shouting, angry and defiant, being as loud and unyielding as a dog with a bone.

/

Now, let’s be honest, no one likes to be yelled at (or bitten). When you’re on the receiving end of such tirades, it’s the fight or flight response that typically kicks in.

/

However, it’s just this kind of situation that calls on you to bring your “A” game as a leader/manager and craft a more thoughtful, measured response.

/

Today, however, I’m not going to get into how to react effectively in such situations.

/

Instead, let’s consider what you can learn, in general, when someone on your staff feels compelled to express themselves this way.

/

People don’t get passionate about things they don’t care about.

/

And, with the kind of outburst we’re talking about here, they’re demonstrating they care about one of two things:

/

⇒ the organization

⇒ themselves

/

The Organization:

/

If they’re talking about the work, i.e. why something either has to be done or shouldn’t be done, they’re likely getting frustrated because they feel their viewpoint isn’t being heard, considered or understood. They believe so strongly on how the issue effects the organization that they’re willing to go to battle.

/

So, it’s important not to get triggered by the anger and defiance. If you remain calm and open, you can fully take in the content of what they’re saying. If you don’t, you could be letting the emotion that’s coming at you blind you to something that really is crucial to your organization’s well being.

/

Themselves:

/

If the person is talking about her/himself, it’s critical not to get triggered and just write off what they’re saying as griping. Whether the content of what they’re saying has merit or not, the first thing to remember here is that you likely have a staff member who isn’t happy and is feeling disengaged.

/

If you let your empathy be hijacked, you’ll never find out if their complaints have any merit and your staff member will continue to have a negative impact on the overall working climate and productivity.

/

So, the next time one of your staff members exhibits the “dark side” of passion, commit to finding out what it is they’re trying to shine a light on.

/

Have an enjoyable and productive day!

/

— Brie

/

P.S. My thanks to Jennifer Cross, who shared Jim’s article with me via LinkedIn … with passion.

Blog Post

Learning from “Negative” Workplace Emotions

Typically, when people think of the benefits of a passionate workplace, they get a picture of them stemming from people who are brimming with smiles, positivity and energetic collaboration.

/

However, you and your organization can also benefit from high intensity, “negative” workplace emotions — the “dark side” of passion.

/

In his recent HBR article, How to Build a Passionate Company, Jim Whitehurst, CEO of Red Hat, talks about 5 ways to foster the kind of passion that fuels great performance.

/

The first one on his list is the importance of letting people show their emotions at work. Jim says:

/

“We often use the term “emotional” like it’s a bad word, especially when it comes to the workplace. But inspiration, enthusiasm, motivation, and excitement are emotions too. If you ask your people to check their emotions (both the good and the bad) at the door, you can’t tap into their passion.”

/

I couldn’t agree more, Jim!

/

Imagine one of your staff members has a real bee in their bonnet – they’re shouting, angry and defiant, being as loud and unyielding as a dog with a bone.

/

Now, let’s be honest, no one likes to be yelled at (or bitten). When you’re on the receiving end of such tirades, it’s the fight or flight response that typically kicks in.

/

However, it’s just this kind of situation that calls on you to bring your “A” game as a leader/manager and craft a more thoughtful, measured response.

/

Today, however, I’m not going to get into how to react effectively in such situations.

/

Instead, let’s consider what you can learn, in general, when someone on your staff feels compelled to express themselves this way.

/

People don’t get passionate about things they don’t care about.

/

And, with the kind of outburst we’re talking about here, they’re demonstrating they care about one of two things:

/

⇒ the organization

⇒ themselves

/

The Organization:

/

If they’re talking about the work, i.e. why something either has to be done or shouldn’t be done, they’re likely getting frustrated because they feel their viewpoint isn’t being heard, considered or understood. They believe so strongly on how the issue effects the organization that they’re willing to go to battle.

/

So, it’s important not to get triggered by the anger and defiance. If you remain calm and open, you can fully take in the content of what they’re saying. If you don’t, you could be letting the emotion that’s coming at you blind you to something that really is crucial to your organization’s well being.

/

Themselves:

/

If the person is talking about her/himself, it’s critical not to get triggered and just write off what they’re saying as griping. Whether the content of what they’re saying has merit or not, the first thing to remember here is that you likely have a staff member who isn’t happy and is feeling disengaged.

/

If you let your empathy be hijacked, you’ll never find out if their complaints have any merit and your staff member will continue to have a negative impact on the overall working climate and productivity.

/

So, the next time one of your staff members exhibits the “dark side” of passion, commit to finding out what it is they’re trying to shine a light on.

/

Have an enjoyable and productive day!

/

— Brie

/

P.S. My thanks to Jennifer Cross, who shared Jim’s article with me via LinkedIn … with passion.

© 2018 Connected Conversations™

Coaching – Code Monkey and Manager Rob (Teaser)

by Brie Barker | Leadership Development

My leadership blog is all about helping current and emerging leaders learn how to transform difficult conversations and dysfunctional workplace relationships into positive and productive ones.

Brie Barker

Coaching – Code Monkey and Manager Rob (Teaser)

Coaching is certainly an essential leadership skill in today’s marketplace.

After you watch the video, below, leave a comment to share your thoughts on what you think we can learn from it in terms of transforming workplace relationships!

<What coaching would you offer Code Monkey?>

<What coaching would you offer Manager Rob?>

/

In a follow-up post, I’ll share my thoughts on this.

/

Have a productive and enjoyable day!

/

— Brie

Blog Post

Coaching – Code Monkey and Manager Rob (Teaser)

Coaching is certainly an essential leadership skill in today’s marketplace.

After you watch the video, below, leave a comment to share your thoughts on what you think we can learn from it in terms of transforming workplace relationships!

<What coaching would you offer Code Monkey?>

<What coaching would you offer Manager Rob?>

/

In a follow-up post, I’ll share my thoughts on this.

/

Have a productive and enjoyable day!

/

— Brie

© 2018 Connected Conversations™

NVC vs. The Perfect Storm

by Brie Barker | Leadership Development

My leadership blog is all about helping current and emerging leaders learn how to transform difficult conversations and dysfunctional workplace relationships into positive and productive ones.

Brie Barker

NVC vs. The Perfect Storm

The Facts:

This is the second week of summer holidays for my kids, Finley (8) and Clara (5).
They’ll continue to be at home during the day until they start their day camps next Monday.
My wife works at an office downtown.
I work out of my home office.

/

The Result:

/

Since I started work this morning, I’ve been sitting here at the computer, struggling to even come up with a topic for this week’s blog post. It’s just one of those days when I’m having a hard time focusing my thoughts and I’ve been getting more and more frustrated.

/

My kids have a neighbourhood friend over and they’ve been having a good time playing together (loudly). Surprise, surprise — this isn’t helping my concentration.

/

They then all found their way up to my office, my kids excited to show their friend their secret hide-out, which happens to double as my storage closet. Their fun is now smack in the domain of my writer’s block and the decibels have spiked/even further.

/

And I just yelled at them, “Okay, that’s it! Go outside and play!” And they have.

Once my adrenalin/cortisol surge receded, the topic for this post came trotting up to me on the back of a most curious creature …

/

Ah, once again, my children have proved to be my greatest teachers.

RESOURCE:

Have you ever shouted things out at work like:

“Just get back to work!”

“Don’t bother me right now!”

“Just get it done!”

“Keep it down out here!”

/

Outbursts like this never help anyone.

/

There are two things you can practice in situations at work when you’re starting to feel your frustration mounting and your blood boiling …

1. Emotional Intelligence

/

In particular, you need to be able to recognize your mounting frustration before you blow your top. Then take a breath and let the emotion evaporate as you exhale. You need to repeat this until you’re calm; then you’re ready for the next step.

RESOURCE:

RESOURCE:

2. Nonviolent Communication

/

Marshall Rosenberg developed the Nonviolent Communication (NVC) process in the 1960s.

/

Nonviolent Communication holds that most conflicts between individuals or groups arise from miscommunication about their human needs, due to coercive or manipulative language that aims to induce fear, guilt, shame, etc. These “violent” modes of communication, when used during a conflict, divert the attention of the participants away from clarifying their needs, their feelings, their perceptions, and their requests, thus perpetuating the conflict.” (Wikipedia)

RESOURCE:

The NVC Process Has 4 Components:

NVC

/

Here’s an example of what this might sound like:

/

Observe:

/

“When I’m in my office with my door closed and I can hear you all talking out here …

/

Feelings:

/

“I start feeling frustrated and angry.”

/

Needs:

/

“When I really need to focus and concentrate on something, I need things to be quiet in order to get it done well and get it done on schedule.”

/

Requests:

/

“When my door is closed, would you all help me out and keep your conversations at a low volume?”

/

This approach works really well to avoid the kind of unnecessary conflict and hurt feelings that, from an organizational point of view, can dramatically reduce productivity.

/

Cultivating your emotional awareness and proficiency in NVC takes time and practice — and the benefits to all involved are well worth it.

/

Have a productive and enjoyable day!

/

— Brie

Blog Post

NVC vs. The Perfect Storm

The Facts:

This is the second week of summer holidays for my kids, Finley (8) and Clara (5).
They’ll continue to be at home during the day until they start their day camps next Monday.
My wife works at an office downtown.
I work out of my home office.

/

The Result:

/

Since I started work this morning, I’ve been sitting here at the computer, struggling to even come up with a topic for this week’s blog post. It’s just one of those days when I’m having a hard time focusing my thoughts and I’ve been getting more and more frustrated.

/

My kids have a neighbourhood friend over and they’ve been having a good time playing together (loudly). Surprise, surprise — this isn’t helping my concentration.

/

They then all found their way up to my office, my kids excited to show their friend their secret hide-out, which happens to double as my storage closet. Their fun is now smack in the domain of my writer’s block and the decibels have spiked/even further.

/

And I just yelled at them, “Okay, that’s it! Go outside and play!” And they have.

/

Once my adrenalin/cortisol surge receded, the topic for this post came trotting up to me on the back of a most curious creature …

/

Ah, once again, my children have proved to be my greatest teachers.

/

RESOURCE:

Have you ever shouted things out at work like:

“Just get back to work!”

“Don’t bother me right now!”

“Just get it done!”

“Keep it down out here!”

/

Outbursts like this never help anyone.

/

There are two things you can practice in situations at work when you’re starting to feel your frustration mounting and your blood boiling …

1. Emotional Intelligence

/

In particular, you need to be able to recognize your mounting frustration before you blow your top. Then take a breath and let the emotion evaporate as you exhale. You need to repeat this until you’re calm; then you’re ready for the next step.

/

RESOURCES:

2. Nonviolent Communication

/

Marshall Rosenberg developed the Nonviolent Communication (NVC) process in the 1960s.

/

Nonviolent Communication holds that most conflicts between individuals or groups arise from miscommunication about their human needs, due to coercive or manipulative language that aims to induce fear, guilt, shame, etc. These “violent” modes of communication, when used during a conflict, divert the attention of the participants away from clarifying their needs, their feelings, their perceptions, and their requests, thus perpetuating the conflict.” (Wikipedia)

/

RESOURCE:

The NVC Process Has 4 Components:

NVC

/

Here’s an example of what this might sound like:

/

Observe:

/

“When I’m in my office with my door closed and I can hear you all talking out here …

/

Feelings:

/

“I start feeling frustrated and angry.”

/

Needs:

/

“When I really need to focus and concentrate on something, I need things to be quiet in order to get it done well and get it done on schedule.”

/

Requests:

/

“When my door is closed, would you all help me out and keep your conversations at a low volume?”

/

This approach works really well to avoid the kind of unnecessary conflict and hurt feelings that, from an organizational point of view, can dramatically reduce productivity.

/

Cultivating your emotional awareness and proficiency in NVC takes time and practice — and the benefits to all involved are well worth it.

/

Have a productive and enjoyable day!

/

— Brie

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Culture Change: Beware the CEO Wolf in Sheep’s Clothing, Part 2

My leadership blog is all about helping current and emerging leaders learn how to transform difficult conversations and dysfunctional workplace relationships into positive and productive ones.

Culture Change: Beware the CEO Wolf in Sheep’s Clothing, Part 2

Attention!

Don’t read this post until you’ve read Part 1.

/

In last week’s “Case Study”, we left off where the HR Manager had informed the L&D company that the CEO had decided not to engage them for the 3-year contract and that they would be seeking a different vendor.

/

But before we get into “What the Heck Happened?!”, I’m going to come clean on something …

/

This scenario actually took place. I know, because I lived it. I’m not going to say what organization this was, for two reasons:

1. The Nature of Truth

The facts of this story are accurate. Others people’s emotions, intentions and beliefs I put forth are my interpretation, that is, they portray my truthful experience. I acknowledge that the truthful experience that other people involved had may be different than mine.

2. Lawsuits Aren’t Fun

I share this story so that others may learn from it, not to defame anyone or any organization. I hold no malice!

/

So, that being said …

/

/

What I Think Happened:

/

Are you familiar with Aesop’s fable, The Scorpion and The Frog?

/

If not, here’s a great 2-minute video by Way Singleton that will bring you up to speed:

/

/

Here’s how this cautionary tale links up with my story:

/

The frog represents the people in the organization who want to work within a culture of cooperation and collaboration.

The shore the frog and the scorpion are swimming to is where that culture exists.

The scorpion is the CEO, with one distinction:

regarding it’s nature, the scorpion is self-aware … this CEO, I fear, is not.

/

As a Certified Professional Behavioural Analyst, my observations of this CEO indicate a High-D (Dominant) profile, based on the DISC model of behavioural analysis.

/

Now, there are certain characteristics of a CEO with a High-D profile that are generally assets when they choose to champion something:

/

Innovative

Forward-looking

Persistent

Problem solver

Challenge-oriented

Results-oriented

/

However, here are some other characteristics of someone with a High-D profile:

/

Demanding

Competitive

Argumentative

Opinionated

Aggressive

Egotistical

Lacks tact and diplomacy

Gets angry when stressed

/

/

See the problem in this situation?

/

I see this CEO’s natural behaviour in stark contradiction to the kind of culture this CEO is the self-proclaimed champion for.

/

It’s like the CEO is saying,

“We need to create a culture of cooperation and collaboration, one that values diverse opinions that everyone feels encouraged to share.

“This has to be accomplished by the end of this fiscal year and I know exactly what needs to be done and what each of you has to do. If you’re not on board with this then you don’t belong here.”

/

If this organization is to successfully manifest this culture change, I think one of two things needs to happen:

/

One:

Their CEO needs to become self-aware of the contradiction I’ve described and learn to adapt their behaviour to be in sync with the desired culture change.

/

Two:

Get a different CEO, one that is more suitable for this far-sweeping initiative.

/

If one of these two things don’t take place, I fear this culture change is doomed to fail.

/

That being said, I truly hope they’re able to pull it off.

/

Have a productive and enjoyable day!

/

/— Brie

Blog Post