The "dark side" of Executive Leadership

Identify your dark side

It 's lonely at the top. Just ask Jeff Skilling and Bernie Madoff. You think I asked for feedback on their performance and wondered how their destructive psychological patterns could bring down a company? Do you think their subordinates, who were dependent on them for their salaries and bonuses they would have told the truth? - Has the power structure prevalent in most organizations precludes obtaining honest feedback and, therefore, urge recklessness and abuse?

Your business-use any type of assessment tool to evaluate the destructive tendencies executive (also known as "derailers")? Managers are often popular, impressive and socially skilled individuals makes it difficult to see the negative traits. These negative traits are deliberately hidden, we all do our best forward. However, derailleurs-act as "sleeper cells" - which arise when the government is under extreme stress. The perfect storm for these potential organizational atom bombs can never happen, or can-occur so rarely that it is easy to dismiss their existence. However, when they occur, which have an impact-so much that can destroy an entire team or organization. -

Early warning signs may be team-conflict or disgruntled employees. -But you can make judgments "preventive" wellness executives to identify risk factors derailed with great precision. Executive Coaching, which use these assessment results, will greatly reduce the chances of destructive collapse. -

Prevention

As we receive vaccinations to prevent the risk of serious infections, the companies can use the assessment and executive coaching to prevent disease and dysfunction to permeate the workplace. Several companies I work with have evaluated the entire top management team to identify the strengths and weaknesses. In a period of two years, the results are supplemented by reports of coaching that has further anchor the awareness and learning.

In a company, many managers have similar scores on a particular derailleur. The company had a reputation for being "people-oriented" and fancied himself a great place to work. But they have been plagued by complaints of employees, despite their liberal policies. It turned out that their high interpersonal sensitivity was preventing them from addressing ineffective behaviors. There were inadequate systems of performance management in place, because no one wanted to tell anyone they were doing a poor job.

With Executive Coaching and implementation of a performance management system, the culture turned into what is actually supported employee welfare and fiscal responsibility. Everyone was happy, and greatly improved the bottom line.

Conflict Management

Sometimes, the "dark side" has already taken its toll and there are serious problems to solve. In this case, the assessment is still useful for identifying possible causes, but the action must be taken quickly to transform the situation. Meetings involving the "whole-system" can dramatically resolve conflict and lead to a culture more open and honest in a remarkably short time.

These changes are fast and impressive, however, as an anti-body that invades a natural system, system-on-work hard to stamp it out-if-follow-up efforts are not included in the plan.

A production company was having huge conflicts between sales and production. Evaluation of production and sales VP has indicated a reluctance to communicate. They were each as independent silos, as if they had any impact on the-other -. With the coaching, which-in principle agreed to try to work together better. A meeting was scheduled between Saturday-all employees in both departments.

Great successes have been achieved, such as employees-has begun to communicate their ideas and have begun to see how interdependent they are. Monday 'things were different, but after 30 days, things were back to the status quo. -

With additional training and meetings, a follow-up of a framework for communication and interaction constant was initiated. A year later, sales are up 20% and the production is able to meet demand. There is much more harmonious relationship between the two-and services-it's fun coming to work again. ---

What has to do with Skilling and Madoff?

It 's safe to say that Skilling and Madoff probably did not ask a lot of feedback and interaction variety of open and honest. You can be sure there were people in the organization-who knew what was happening and chose to leave one or ignore the problem. Both options hurts the company, sometimes in very serious ways.

Based on the assessments and the assumption of a meeting facilitator is a huge step forward in risk management executive derailment and an investment to improve the culture of your company. Improving the culture pays in employee retention, conflict prevention, and can also save the company from disaster .......