Establish a Culture Of High Performance With The Right Environment | Ep. 81

In this session, I'll look at how leaders can cope with what are thought of as difficult people.

When a small business or organization is under 10-15 people, it is not difficult for everyone to be on the same page - to be like-minded. Either because they were hired that way or because the leader's force of personality influenced it. In these organizations, it is common for everyone to report to the owner or senior leader which facilitates this dynamic.

As organizations scale and grow, they become more complex. Not just more personalities but other leaders who may only spend a few minutes a day with each other. It is hard for the owner to influence everyone with his or her intentions for the organization's culture.

In organizations that don't have a defined leadership system and related development plans managers and leaders may resort to what worked in the past...in some cases it could mirror what happened in sibling rivalries, or maybe navigating high school dynamics.

This is not as far-fetched as it seems. The amount of people who rise to management and then leadership positions without formal training is high. Often, what they bring to the table is their conditioning. This can lead to conflicting styles of leadership in an organization - one leader is operating out of a family metaphor, another is using command and control another is using a populist approach.

In this presentation, I focus on coping with the different personalities - particularly those who are thought of as difficult people. The objective is to land on a process and methodology that works to foster a high-performance organization. One that can be foundational for leadership development plans in an organization.