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?

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