This cast addresses a behavioral change for an insidious practice of High D Managers: always putting results in front of relationships. People MATTER!
All bosses have weaknesses. In our first in the series, we said the error that so many High C bosses make is being so perfectionist that no idea is ever good enough. When someone else suggests something, they immediately "try to add too much value" as Marshall Goldsmith says, by pointing out something that isn't as perfect as it could be, and other ways the idea could be made better. We said that High I's tend to start a lot of stuff, but then not finish well.
And for High D's . . . well, where do we start? High D managers are the most feared, and some would say most hated of all of the categories of managers. [That is, if you're just looking at DiSC behavioral analyses - abusive bosses are probably the most hated of all. Sadly, most abusive bosses are . . . High D's. - M&M] High D's step on others to get what they want. They're driven to achieve, even at the expense of the resources they'll have to go to again. High D's don't sugarcoat their communications, which is another way of saying their bluntness goes past political incorrectness into rudeness and into relationship destroying. They take risks that others would never take. If they win, they're celebrated, and if they lose, many suffer, including them. But only long enough to set another BHAG, and start thinking about Everest again.
Here's what to do.
- Don't Assume Your Boss is a High D
- Don't Kill The Goose For Its Golden Eggs: Get To Know Your Team
- Results Don't ALWAYS Trump People: Invest In Relationships With Others
- Mind Your Tongue: Truth And Relationships Don't Always Mix
This Cast Answers These Questions
- How can I be a better manager as a High D?
- How do I get more out of my people as a High D?
- Why should I not say everything I think?
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