Individual Development, EQ, Jung, Pearman Personality Integrator

Bobby is spectacular at identifying talented team members and using their strengths with the tasks at hand.  He loses talent at three times the rate of all other managers at his level in the organization.  Bobby's boss was given a report from hr which outlined the alarming rate of talent loss and the cost to the company.  The main theme from exit interviews was than"Bobby is brilliant and he is impossible to work for."  One exiting employee said, "I would not work for him again if he had the only job available." Because Bobby had been heavily recruited and his sign-on bonus was significant, senior leaders didn't want to give up on Bobby's potential in the company. I had previously worked with the COO when she was in another company's and she called to discuss coaching possibilities for Bobby.  After considerable discussion about what a coaching engagement would be workable, Bobby was brought in to the discussions and he and I had a fit discussion.

Bobby is spectacular at identifying talented team members and using their strengths with the tasks at hand.  He loses talent at three times the rate of all other managers at his level in the organization.  Bobby's boss was given a report from hr which outlined the alarming rate of talent loss and the cost to the company.  The main theme from exit interviews was than"Bobby is brilliant and he is impossible to work for."  One exiting employee said, "I would not work for him again if he had the only job available." Because Bobby had been heavily recruited and his sign-on bonus was significant, senior leaders didn't want to give up on Bobby's potential in the company. I had previously worked with the COO when she was in another company's and she called to discuss coaching possibilities for Bobby.  After considerable discussion about what a coaching engagement would be workable, Bobby was brought in to the discussions and he and I had a fit discussion.

The Misaligned team Rebecca was leaving a team meeting with a great deal of frustration.  Team members seem to be in perpetual conflict with each other, team meeting agenda were rarely followed, and the team ability to make decisions was essentially paralyzed.  As she thought about the team, it was apparent that unless there was an intervention not much was going to happen. She called me (Roger) to discuss her challenges which we put into three buckets: teaming skills training, team norms, and individual team member learning.  To help with all of these buckets, the team took the Pearman Personality Integrator.  We identified key team skills--team communication, team conflict management, team decision making, and team roles. Each topic was treated separately and each training involved skill checklists and learning challenges for each team member.  We had a meeting to facilitate the creation of team norms and associated behavioral benchmarks that everyone discussed and agreed to.  L