Challenge: A business leader has been successful in achieving measurable results through a style of leadership that is driving for the best outcomes, demanding that those around him achieve their best and inspiring others to stretch themselves. Recently, however, the leader was appointed to the position of president and CEO and must now interface with board members. During a recent performance review, the board members gave him specific feedback regarding behaviors they found to be challenging to deal with. In particular, they experienced the executive's interactional style as being hostile and competitive at times, they delivered a clear message: The leader must address this issue soon if he is to continue having the board's support.

Approach: An Exetor partner met with the business leader and carefully assessed his behaviors and skills to determine which levers to pull to make the kind of progress desired by the board. In addition to talking with board members and the leader's immediate reports, the partner also conducted some intensive on-site observation and shadowing to determine the specific nature of the problem. It was clear that the leader's driving, demanding, and inspirational approach was effective with those he led, but the same behaviors irritated those who felt their job was to provide advice and counsel. Having achieved much success independently, the leader was not used to taking such advice and counsel without first challenging it and testing it out (usually by indicating the flaws). Furthermore, the tone in which he communicated this challenge was frequently perceived as condescending and belittling. While the leader was aware of his defensive challenging and testing characteristics, he was unaware of the tone in which he communicated at these times. The Exetor partner replicated a board situation with the leader, videotaping it and then reviewing it in detail with the leader. Specific behaviors that led to the board members' perceptions were noted and alternative behaviors were suggested. The partner and the leader repeatedly practiced the new behaviors until they seemed natural and automatic.

Result: The leader was quickly able to change the perceptions of the board members and repair the relationships. The leader also gained insight into why he reacted in this manner, adding to his own personal development. A 6-month follow-up with the board members and the leader indicated that the new behaviors had become fully established. The board members also noted their increased respect for the leader for having addressed the problem so quickly and thoroughly.