Managing Disruptive Executives

The Look & Sound of Leadership

Essential Communications - Tom Henschel

Education, Executive Coaching, Self-improvement, Executive Presence, Careers, Business, Management

4.8 • 1.3K Ratings

🗓️ 30 September 2015

⏱️ 18 minutes

🔗️ Recording | iTunes | RSS

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Summary

Disruptive executives take many forms—bullies, catastrophizers, resisters, you name it. But no matter what mask they wear, they create upheaval. Whether the disrupter is your boss, your peer or your direct report, coping successfully requires two things: courage and skills. Here’s how to find both.

Transcript

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0:00.0	Welcome back to the Look and Sound of Leadership, an ongoing series of executive
0:06.8	coaching tips designed to help you be perceived in the workplace the way you
0:10.9	want to be perceived. I'm Tom Henschel, your executive coach, and today
0:15.4	we're talking about managing disruptive executives. Phil was a surprising choice to lead a worldwide division, a thin rather elegant man.
0:29.3	He was known to be conflict averse.
0:31.9	He was three years into his role and I wondered how he fared among his peers,
0:37.0	all of whom were experienced turf fighters. But I wasn't there to help Phil. I was there to listen to Phil talk about Marlene.
0:47.0	Marlene had been in her leadership role 12 years.
0:51.0	Phil had inherited her.
0:53.8	She was widely known as a loose cannon.
0:56.4	Wherever Marlene went, emotional upheavals and dramatic resignations followed. I had coached one of Phil's other direct reports, not
1:05.2	Marlene, and Phil had been impressed with the results. Now he had invited me to
1:10.0	lunch to propose an idea.
1:13.0	After we had caught up, he said,
1:15.0	What if you did a team-building event with me and all my direct reports?
1:20.0	Well, that sounds like fun, I said, but why now? you haven't done one before have you no I haven't
1:27.2	Well if you did one now Phil what would you want to get out of it?
1:31.8	Phil listed many reasons helping the team perform better and such, but it always came back to
1:38.4	Marlene.
1:39.5	He wanted the team building event, so Marlene would stop being such a problem.
1:45.0	I asked, why come at this sideways, Phil?
1:48.0	Why not just address her issues directly?
	...

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