The Emergence of Bulls In the China Shop

As organizational leaders work to bring their organizations back to some form of normalcy some ‘bosses’ have taken the path of get tough and be firm.  And how these traits are being demonstrated in some instances is resulting in creating more issues rather than fewer issues.  Let me describe such an unsettling situation that actually has solutions.

Consider Bill, who is fulfilling a much needed leadership position in a large organization.  He has been there for a 3+ years. He has always been considered to be doing an excellent job on the technical aspects of the position.  In fact, he is being seriously thought of as worthy of promotion into the executive level of the company.  Thought of … yes and here comes the ‘but’.  He also has come to act like an enormous bull. He moves among others in ways that alienates co-workers, discourages interactions actually needed in the business. He has created a large group who work to stay out of contact with him unless absolutely necessary.  This group is comprised of co-workers, reports and bosses.  He justifies this change in his approach as needed to get his reports ‘back in line’ after the upset to established routines associated with COVID.

Maybe this works in some company cultures or at least, doesn’t stand out as much.  In fact, Bill believes he has been very successful in this very direct and straightforward manner.  However, for him, in this organization and at this time, it has the impact of the noise that results from scratching ones’ nails down the chalkboard.  He understands that his success in this job absolutely requires that he alter his method and style of communicating. He is responsible to act in ways that will build positive and necessary working relationships.  As such he has entered into a coaching relationship to resolve this issue once and for all.  Have you ever experienced a Bill?

Before Bill can be successful in making change he needs to understand and recognize what he is doing or not doing that is creating the negativity he is experiencing.  Here are the most prevalent ones and what needs to change:

• Focusing on the individual rather than the issue at hand
  Current Approach:
  You did this job like this and you’re wrong.  As such you’ve created a lot of unnecessary work for ….  I’m very unhappy with you!
  Altered Approach:
  When the job is done in this manner it creates complexities down the line that aren’t necessary. It will eliminate this problem if done like this …… What do you need from me to make this change?
• Picking the right time and place to address an issue involving another person
  Current Approach:
  When Bill is in a management or team meeting and has a criticism to deliver to one other participant he thinks nothing of blurting out his displeasure and criticism in front of all others.  This creates embarrassment on the part of the target person while others are somewhat appalled while they watch in silence.
  Altered Approach:

  

  For Bill to be effective and have his message heard, he needs to wait until he is able to speak privately to the other individual.  He often has valid points however choosing how and where to deliver them can avoid the negativity of others towards him.
• Being unable and unwilling to accept his own errors and the criticism of others
  Current Approach:

  

  Although very able to point out shortcomings of others, when confronted with something that Bill has done incorrectly, he becomes very defensive.  As such, he still manages to lash out at the person making the point and blaming them for not correcting the error.
  Altered Approach:
  As a company leader, one is watched by others to do their job in the ‘right’ way in conducting themselves in their roles.  It’s an opportunity to demonstrate effective communication and leadership.  The ability to graciously accept responsibility for his own work and make needed corrections going forward will result in enhanced respect from others.

• Public email communication that is only designed to communicate with one person
  Current Approach:
  If Bill has a problem that involves just one other person the tendency is to deliver his message and related criticism via email.  This email is copied to several others on the departmental or company team.  This megaphone approach creates embarrassment and minimal acceptance from all recipients.
  Altered Approach:
  Emails should be sent to include only those to whom Bill needs to speak.  Public lashing brings about an unintended reaction that has no positive aspects to it.

Just as having the technical skill to be successful in any particular job is key, so is the ability to meld into the organizational culture if one is to realize true success.  Personal attacks that are delivered without sensitivity to how, when, where and in front of whom simply don’t work!  They only work well to bring about blame, contempt, defensiveness and complete closing down in terms of good communication.  As this is the untended consequence of such an approach, there is a real and positive payoff to giving moments of consideration to the audience and how one can best deliver their message to have it received, accepted and appreciated.  Bulls do well in the ring … red capes and all.  They are definitely out of place in that china shop and go there with significant risk.
Mike Dorman