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[DISC Wizard Q&A] What to do when a direct report doesn’t trust you

[DISC Wizard Q&A] What to do when a direct report doesn’t trust you   Recently, I had a very tense conversation with a direct report of mine.  He seemed very shut down, defiant almost.  I decided to ask him straight out if he trusted me and what I was saying.  Though he seemed a bit taken back by my question, he answered honestly, “No.”  When I probed a little deeper, he said that even though I say I’m open to his feedback, I’m really not.  I really think I am!  Now what?  ~ James R.    Dear James, I can only imagine how frustrating that was for you.  Like it or not, sometimes there is a disconnect between what we say and what we think.  And when there is a disconnect between what we say and what we think, what we think always wins out! That’s because body language and tone of voice outweigh the words we use almost 2 to 1.  So if the leader... Read More

[Case Study] How one command & control leader… learned to “let go” without losing control

    Due to the personal nature of this case study, the company and names have been removed. The SITUATION: The owners of a Stage 4 manufacturing company were facing mounting complexity.  Not unusual for a growing family-owned, second generation company. What was unusual was that because of a sudden divorce, it was a Mother and Son running the company after the Father abruptly exited. The Son had grown up in the business and as GM knew every aspect from mailing to bids.  The Mother, as the interim CEO and new to the company, was looking to her son to be the leader she knew the company needed. Unfortunately as the company passed from expanded, neither the Father nor the Son had learned to effectively delegate. This is the most difficult stage for companies to transition through because the Leaders have to change from Dominant to Facilitative. They have... Read More

[Self-Assessment] 12 Questions to determine how well you delegate…

If you are a Leader, CEO or Business Owner, complete this 12-question Delegation Self Assessment. The point of this assessment isn’t to pick the “right” answer but the one that is most true for you. That you know the right answer is of very little value.  After all, as Stephen R. Covey so aptly put it, “To know and not to do is really not to know.” For each of the following questions, answer Yes or No regarding the way you usually deal with delegation. Don’t think too long about a question; go with your first reaction. Scoring is after the questions. 1. I spend more time than I should doing work my employees could do. 2. My employees usually take initiative to solve problems without my direction. 3. My operation functions smoothly when I am absent. 4. I spend more time working on details than I do on... Read More

The Out-of-Touch CEO – Part 2

The Out-of-Touch CEO – Part 2 The Hammond Company, a service-based business, found itself struggling to maintain the momentum they had early on.  The issues included: ->  A CEO used to maintaining control, suddenly overwhelmed by having to maintain control of a growing enterprise. ->  A widening gap between what the CEO wanted and how the employees behaved. ->  Employees struggled to take on more responsibility without the necessary authority. ->  A CEO uneasy about giving up decision-making control, which caused employees to question their roles. ->  Employees unsure about their every move who wondered why the CEO didn’t trust them. ->   A lack of focus on company values, which allowed bad behaviors to go unchecked and caused friction among the staff. ->   Lack of a strong strategic growth plan, which cause employees to question the CEO’s ability to manage the chaos and lead the company. The Hammond Company was on the edge of a... Read More

[Note from Nancy] Questions for business owners to ask themselves

[Note from Nancy] Questions for business owners to ask themselves In one of my previous articles, we took a look at a common challenge among growing companies where the Command & Control leadership style of the CEO or owner becomes more of a liability than an asset. I heard from a few of my clients asking if the article was written about them.  The fact that a few different clients asked means 1) No, it wasn’t written about any one in particular and 2) Yes, if you asked, it was likely with you in mind that I addressed the subject. Since this can be very confronting for a leader (“So everything I’ve done up until now to create success has to change?”) it’s time to look at this situation from a more objective viewpoint. It’s time to ask if there are businesses that run easier than yours, teams that produce better than yours, and leaders that are less frustrated... Read More

[Q&A] What to do with a supervisor who isn’t getting it?

[Q&A] What to do with a supervisor who isn’t getting it? Dear DISC Wizard, Thank you for leading our team retreat last month.  I have found your training helpful in both my personal and professional life.  I have been trying to live by your example of attempting to see things from others perspective and to understand why they do what they do. My question is, what happens when my supervisor, who admits to being just like the DISC analysis you provided (Dominant if you haven’t guessed already), laughs because she is not surprised by her results and it doesn’t appear she is attempting to learn from them?  I would appreciate any guidance you can offer me.  ~ Kathryn B.   Dear Kathryn, Thanks for your email.  When we learn something new that has an impact on us, it’s very normal to apply it to ourselves and then look around and see if/how other people are applying it.  And SO frustrating... Read More

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