Docstoc

The 20 Types of Executives_part 4_ How to Improve Your Performance No Matter What Type You Are

Document Sample
The 20 Types of Executives_part 4_ How to Improve Your Performance No Matter What Type You Are Powered By Docstoc
					In our final article, we'll review the last types of Executive personalities.
Hopefully, you can be better aware of your own type of personality and see how
executive coaching could benefit you.

14. The Popularity Contest.
This executive still wants to be friends with his direct reports. He prefers harmony
and popularity to conflict. As a result, he has a hard time raising standards, giving
tough feedback, and holding people accountable. The coach can work with this client
to have him value respect more than popularity, practice the behaviors that lead to
results, and get skilled at dealing with conflicts.

15. The Psychic Communicator.
This executive keeps it all in his head. Employees rarely know how they are doing,
what future plans are, the vision for the organization, or what they need to do to get
ahead. Often these individuals have trouble expressing their ideas, or haven't thought
through their point of view clearly enough. The coach can work with this executive to
become a concise, more open communicator.

16. The Analyst.
The Analyst needs to know every step in a process, and often drives non-analysts
crazy with ongoing requests for information. However, the Analyst's focus on details
is valuable. The coach can work with the Analyst to get comfortable making decisions
more quickly, and to learn to adapt his style for the drivers, visionaries, and political
animals of the world.

17. The Death by Consensus Executive.
This person will almost never make a decision without 100% agreement from
everyone who has any kind of say in a particular matter. On the plus side, this person
works hard to get buy-in and commitment from people in the organization, so that
when consensus is reached, things actually get done. However, he goes too far and
takes too long to move things forward, including wasting time with too many
meetings and involving more people than may be needed. As a coach, you can work
with this person to become more comfortable getting "just enough" consensus to
move forward. For instance, plan ahead to determine exactly who needs input and
who doesn't, how to handle resistance (e.g. whether to go around someone, influence
them indirectly, or offer them bigger incentives to change), and how to influence
people quickly to get on board.

18. The Saboteur.
The Saboteur often resents or feels threatened by a peer and does what he can to
sabotage his peer's efforts. For instance, in health care it is not uncommon to see the
COO and CFO undermine one another's efforts, and compete for more power over the
budget and personnel. A Saboteur might publicly agree to a decision, and then resist it
or ignore it afterwards. He is also known for blaming other people for anything that
goes wrong, and refusing to take responsibility. The coach needs to deal delicately
with the saboteur's behaviors, and get specific data about what the executive is doing
and the potential costs. Then he can suggest alternative behaviors and, if needed, have
open discussions with the client and his peers to agree on new rules of behavior going
forward. Remember that a Saboteur can just as easily sabotage the coach as anyone
else he works with!

19. The Empire Builder.
The Empire Builder is a master at protecting his or her turf. He builds silos that
prevent the overall organization from working as efficiently and smoothly as it could.
The coach can work with this type of executive to think more about the overall system
and process, and the need to focus on customer satisfaction and loyalty first.

20. The Control Freak.
This executive doesn't trust others to do things as well as him. He tends to
micromanage and set people up to fail by not giving them enough information,
resources, or latitude to show what they can do on their own. He steps in too soon in
situations, so that employees don't develop and often take a passive approach. The
coach needs to work with this individual to either trust his team or put in place a team
he can trust. Then the coach can work with him to set boundaries and guidelines for
when to direct (e.g., when people don't have the skill or the proper attitude), and when
to monitor.

Gain by Being Open to the Coaching Process
You will find as you start your coaching that gaps will exist between where you are
and where you want to go. That is normal and simply part of the process. Know at the
start that only by identifying, measuring and tracking can performance improve, and
change can only take place by implementing strategies and tracking results.As you
progress, you will feel more comfortable making any mid-course corrections, and
acknowledging your wins and milestones.

				
DOCUMENT INFO
Shared By:
Categories:
Tags:
Stats:
views:4
posted:1/25/2011
language:English
pages:2