“I’m at my wits’ end. I need to decide if I should stay or go. If I stay, I’ve no idea how to survive and make it work.”
These words began a fascinating call with Rex, the COO of one of the biggest corporations of its type in the US, if not the world. Founded decades ago with an amazing USP, it has been immensely profitable. Revered, respected, envied – and on the inside – broken.
Several years ago, the founder, recognising there was a need to change, hired in a bunch of talented executives and directors to bring about change. Rex is one of the few survivors.
What seems to have happened is that the old guard, those people who have been with the company from the start, have closed ranks. They have convinced the founder that these new ideas and changes were going to wreck his legacy. They have united to protect the enterprise from the outsiders.
Rex has not only lost his boss (who hired him as his successor), he has also lost much of his responsibility. He now finds himself doing things he hasn’t done for 20 years. Yet giving up is contrary to his standards. After a career of over 30 years, he still has things to do, and professional pride makes him reluctant to turn away. Yet staying may be foolhardy.
“I never expected to end up in this position, and I know that I can help this company, if only they’d let me in.”
After listening to his story, I shared with him several ideas to reflect on as he decides what to do for the best:
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- Recognise it is unlikely to be personal. Natural processes are in play as a group of powerful people feel threatened. Simple group dynamics at work.
- Stop taking it personally, it could have happened to anyone, and actually happens to more people than many realise. Beating yourself up about your decision will not bring you closer to a resolution.
- Step aside from the emotional reaction. The only way to move forward safely is to apply cool analysis, rational judgment and then precise action. Once your course is clear, by all means bring the emotion back as you execute.
- Reconnect with your personal goals (and life goals). You want to do the best for the company, but what about you? At times like this you have to be 100% committed to your course of action because it is right for you.
- Accept the reality that unless you wield tremendous power, you are not going to break through the impenetrable wall they have built. You are on the wrong side and trying to get through will be painful, and likely fatal. Stop banging your head against it!
- If you stay, your best strategy is likely to be finding a route around the wall. Get on the other side and help them to make it even stronger. And that will mean you helping them to fix their beloved corporation before it gets torn apart by market forces.
- This journey may be difficult, but it is certainly feasible, if you want to make it happen.
Essentially, I explained to Rex is that what is happening is very logical, almost predictable. Once you know the mechanics you can begin to work with them, rather than against them. Resolution of the dilemma requires personal repositioning, and the courage to modify his thinking to allow this to happen without threatening his integrity.
Which now means Rex has to consider his options and, make a clear decision that he will stand by wholeheartedly. If the decision is to stay, here’s the initial game plan as we work together on making it happen:
- Interrupt the decline immediately. Rex will be doing things right now that are aggravating the situation. We will need to look at the recent past, in-flight issues, and plan tactically to deal with these and stop exacerbating the situation.
- Analyse the agendas. We’ve got to get inside the heads, and probably the hearts, of the key players. Work out what they are passionate about, what they are driving for, and reach for the good in all of that.
- Determine how that group is functioning, or not as the case may be. All groups, no matter how united, will have internal tension. Drilling down into the politics is an essential part of discovering the solution.
- Reflect on the quality of his relationships with each executive and discover opportunities for building and rebuilding those that matter most.
- Define the mindset that will be most productive in bringing him closer to this group of executives. Then, delicately adjusting towards these values without losing his own in the process.
- Build a big bold vision that will attract the attention of the old guard. One they can recognise as their own and, will encourage them to swing their power behind what they always knew they needed to do. The ideal is that it will not be Rex’s vision, but theirs.
- Create a simple execution strategy and get moving fast.
This may seem like a lot of work, but in my experience most of this can be accomplished in a few short sessions, with some time for reflection in between. Careful implementation will probably take quite a while. During the implementation we will need to stay vigilant to the responses he is getting, puzzle out the clues he spots, and ensure the strategy and plan remains flexible.
Of course, there are no guarantees but, I am confident that all is not lost and that it will be possible to achieve if Rex is prepared to do what needs to be done. If we are successful, he will have helped his company to prepare for the next 50 years.
Now read…
Executive Isolation: 30 Days Later
Case Study Disclaimer
The purpose of this case study is to provide relevant inspiration to those in similar positions. Although this article is based on a real client, they have been completely disguised, and information has been changed to protect their anonymity. This has been done with the explicit approval of the individual concerned.
Colin Gautrey
Provocative Coach/Mentor | Specialism: Impact and Influence
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