Presentation for: March 9, 2011 ERE WebinarHandling Issues withthe Abrasive ExecutiveNew Hire                             ...
About the Presenters                 Patrick Reilly is President of Resources In Action, Inc., a firm                 spec...
Based on the Work of Dr. Laura Crawshaw and Tony Deblauwe  3              © 2011 Resources In Action / HR4Change All right...
Bad Hire Story…  4               © 2011 Resources In Action / HR4Change All rights reserved
Hiring the Executive Leader: Great Expectations                                                Recruiting Objective #1:  ...
After Hire: Problems Surface      Early Feedback:       Word gets back to staffing team       that leader has communicati...
Tools You Will Learn•  Abrasive Leader Overview•  TAD Dynamic•  Staffing Team as Coach•  Reducing Risk in Hiring Process 7...
Abrasive Boss or Tyrant: DefinitionAny individual charged with managerialauthority whose interpersonal behaviorcauses emot...
Impact of Abrasive Bosses         CCL survey: 74% of successful executives had at least one intolerable          boss    ...
What These Bosses Do          Overreact          Over control          Threaten          Humiliate          Condescen...
Facing Abrasive Bosses: Common Assumptions        Intent: harm others        Means: domination        Behavior: uncontr...
Abrasive Bosses: Research Findings  Intent: “do what it takes to get the job done” (they are defending against the threat...
Driven to Win: The TAD Dynamic     THREAT                      ANXIETY                                   DEFENSE13        ...
Abrasive Bosses 14               © 2011 Resources In Action / HR4Change All rights reserved
Management’s Flight Response          Denial          Displacement          Delay 15                   © 2011 Resources...
What Can Staffing Do? 16              © 2011 Resources In Action / HR4Change All rights reserved
Success Requirements: New Hire Leader                                            Engage leader immediately following     ...
Coaching: Make Leader See the Impact of Their Behavior         Investigate & document reports of distress by co-workers ...
Success Requirements: Hiring Manager      Visibility: Hiring Manager sees the       impact of the new hire leader       b...
Advantages of Influencing: Everyone Wins          Staffing team retains credibility by proactively addressing           c...
What if the Abrasive New Hire Leader can’t change?         Risk reduced by early actions of Staffing team         Compan...
Avoiding Problems: Profiling Tactics          Ask team related questions             “What would people say about your l...
Q&A23    © 2011 Resources In Action / HR4Change All rights reserved
Questions?                      Patrick Reilly                Resources in Action, Inc.                      510-524-4934 ...
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Handling Issues with the Abrasive New Hire Executive

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ERE Webinar from 3/9/11, presented by Patrick Reilly and Tony Deblauwe

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Handling Issues with the Abrasive New Hire Executive

  1. 1. Presentation for: March 9, 2011 ERE WebinarHandling Issues withthe Abrasive ExecutiveNew Hire Patrick Reilly Resources In Action, Inc. Member Boss Whispering Institute Tony Deblauwe HR4Change 1 © 2011 Resources In Action / HR4Change All rights reserved
  2. 2. About the Presenters Patrick Reilly is President of Resources In Action, Inc., a firm specializing in executive coaching and consulting. He has worked extensively with leaders in the health care, financial services, technology, and utility sectors for more than 25 years, internationally and in the US. His passion is getting leaders into action for success and satisfaction. Tony Deblauwe is the Founder of consulting firm HR4Change and is a Sr. Human Resources Practitioner for a global technology firm. He has worked in several technology companies managing a variety Human Resources functions for over 15 years. He is an awarding-winning author, app developer, and blogger. He has been quoted in several media sources including TheLadders, CareerBuilder and SmartMoney. 2 © 2011 Resources In Action / HR4Change All rights reserved
  3. 3. Based on the Work of Dr. Laura Crawshaw and Tony Deblauwe 3 © 2011 Resources In Action / HR4Change All rights reserved
  4. 4. Bad Hire Story… 4 © 2011 Resources In Action / HR4Change All rights reserved
  5. 5. Hiring the Executive Leader: Great Expectations   Recruiting Objective #1: Hire a competent, driven leader that significantly impacts productivity and competitive advantage.   Recruiting Objective #2: Hire a leader that inspires people and fits with the culture. 5 © 2011 Resources In Action / HR4Change All rights reserved
  6. 6. After Hire: Problems Surface   Early Feedback: Word gets back to staffing team that leader has communication issues.   Staffing Process Impact: Reports that morale is declining lead to questions about hiring process. 6 © 2011 Resources In Action / HR4Change All rights reserved
  7. 7. Tools You Will Learn•  Abrasive Leader Overview•  TAD Dynamic•  Staffing Team as Coach•  Reducing Risk in Hiring Process 7 © 2011 Resources In Action / HR4Change All rights reserved
  8. 8. Abrasive Boss or Tyrant: DefinitionAny individual charged with managerialauthority whose interpersonal behaviorcauses emotional distress to employeessufficient to disrupt personal andorganizational functioning. 8 © 2011 Resources In Action / HR4Change All rights reserved
  9. 9. Impact of Abrasive Bosses   CCL survey: 74% of successful executives had at least one intolerable boss   Gallup survey: Main reason people quit   Absenteeism   Lowered morale/productivity   Increased legal actions   Retaliation: sabotage, homicide 9 © 2011 Resources In Action / HR4Change All rights reserved
  10. 10. What These Bosses Do   Overreact   Over control   Threaten   Humiliate   Condescend 10 © 2011 Resources In Action / HR4Change All rights reserved
  11. 11. Facing Abrasive Bosses: Common Assumptions   Intent: harm others   Means: domination   Behavior: uncontrolled11 © 2011 Resources In Action / HR4Change All rights reserved
  12. 12. Abrasive Bosses: Research Findings  Intent: “do what it takes to get the job done” (they are defending against the threatof being perceived to be incompetent)  Means: dominate (exert control) through aggression/intimidation or indifference  Behavior: treatable 12 © 2011 Resources In Action / HR4Change All rights reserved
  13. 13. Driven to Win: The TAD Dynamic THREAT ANXIETY DEFENSE13 © 2011 Resources In Action / HR4Change All rights reserved
  14. 14. Abrasive Bosses 14 © 2011 Resources In Action / HR4Change All rights reserved
  15. 15. Management’s Flight Response   Denial   Displacement   Delay 15 © 2011 Resources In Action / HR4Change All rights reserved
  16. 16. What Can Staffing Do? 16 © 2011 Resources In Action / HR4Change All rights reserved
  17. 17. Success Requirements: New Hire Leader   Engage leader immediately following feedback of communication or style conflict.   Understand differences that might exist with position expectations and reality.   Talk to the hiring manager to understand why this might be happening.   Don’t become HR but do show concern with the company’s investment in the right human capital. 17 © 2011 Resources In Action / HR4Change All rights reserved
  18. 18. Coaching: Make Leader See the Impact of Their Behavior  Investigate & document reports of distress by co-workers  Present early feedback of distressed perceptions to abrasive boss  Don’t get pulled into defensive “fact battles” of “what really happened” or “who’s really at fault” Instead…. 18 © 2011 Resources In Action / HR4Change All rights reserved
  19. 19. Success Requirements: Hiring Manager   Visibility: Hiring Manager sees the impact of the new hire leader behavior.   Call to Action: Hiring Manager must protect his/her hiring choice and takes accountability for solutions. 19 © 2011 Resources In Action / HR4Change All rights reserved
  20. 20. Advantages of Influencing: Everyone Wins  Staffing team retains credibility by proactively addressing concerns with new hire  Hiring managers receive support to address concerns and get things back on track  New hire leader adjusts, achieves balance, or self-selects out  Groundwork is laid for HR intervention if required 20 © 2011 Resources In Action / HR4Change All rights reserved
  21. 21. What if the Abrasive New Hire Leader can’t change?  Risk reduced by early actions of Staffing team  Company is spared further disruption by holding on to a bad hire  Staffing process can be modified for new sourcing 21 © 2011 Resources In Action / HR4Change All rights reserved
  22. 22. Avoiding Problems: Profiling Tactics  Ask team related questions   “What would people say about your leadership style?”   “How many people have you promoted in your career?”   “How do you delegate during crisis and rapid change?”  Ask cross-functional support related questions   “How do you partner effectively with departments not in your immediate control?   “How have you navigated a matrixed environment successfully?”   “What do you do when your project is delayed due to delays in another team?”  Link recruitment, selection, and onboarding more carefully  Design and develop a more impactful recruiting program 22 © 2011 Resources In Action / HR4Change All rights reserved
  23. 23. Q&A23 © 2011 Resources In Action / HR4Change All rights reserved
  24. 24. Questions? Patrick Reilly Resources in Action, Inc. 510-524-4934 patrick@resourcesinaction.com www.resourcesinaction.com Tony Deblauwe HR4Change tony@hr4change.com 408-840-1000 www.hr4change.com 24 © 2011 Resources In Action / HR4Change All rights reserved

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