An executive I began coaching shared a concern that people did not participate in meetings. When I sat in to observe, the problem was readily apparent: He would frequently interrupt people to interject his ideas, dismiss suggestions with “we’ve tried that,” or “that won’t work,” and dominate the meeting with his talk. While he thought he was creating a ‘dynamic and productive atmosphere’ clearly it shut-down good input.
No one in his organization is going to tell him that he was overbearing and the reason why people didn’t participate, because they were afraid of the consequences. I could tell him because I was there to give him direct and candid feedback — something many CEOs and executives simply won’t get from their people.
What mechanism do you have to provide objective feedback to you?
© Copyright 2016 Bob Legge
Bob Legge provides organizations with the ability to exceed their most ambitious goals. I work with leaders of Fortune 500 companies, small and mid-size companies, nonprofits, education, and government. Together, we drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value. Contact him at email@example.com