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Roles & reality

 

Good organisations will have strong people but, even in the most effective executives, those strengths may sometimes simply disguise weaknesses ... 

 

We may all be aware of valued colleagues, such as

 

• the manager who works all hours of every day and always meets targets. Yet sometimes that commitment can become almost obsessive. And when the stress level is rising, who can he or she safely talk to?

 

• the senior manager who is committed to the job but who controls too tightly, taking every decision no matter how small. This behaviour may have worked in the past, but is perhaps becoming suffocating for this manager and for others.

 

• the director who bangs the boardroom table and resorts to shouting and bullying to get things done. He may be aware that his behaviour is irritating people; but does not really understand it or know how to change.

 

Although these examples represent typical behaviours we might all be familiar with, rather than real people, they provide an indication of some problems we face. In order to support these colleagues, it is important to find a way of addressing these behaviours and enabling lasting change.