Andy Thompson is an intelligent, sincere, resourceful and dedicated Regional Vice President. He took on this responsibility a number of years ago when the Company first expanded its service operations across Canada. The west coast lifestyle was attractive to him since he had a very young family at the time.

He has done a good job overall, building a business base in the west, yet his results have never been spectacular. Today, there's a feeling that the Company is losing market share to aggressive competition, and Andy does not appear to be meeting the challenges 'head on'. There are rumors that Andy is protecting his staff, accepting mediocre performance, failing to respond to crises or to take necessary action on shortfalls, conceding to 'special deals' with favored customers, and even ignoring the 'writing on the wall' created by competitive initiatives.

The President has had several meaningful chats with Andy about the need for better results. While Andy is very receptive to new ideas, the requirement to improve Regional performance substantially, and the importance of responding to changing market needs more assertively, nothing is happening.

To replace Andy would send all the wrong 'signals'. He is getting some results even though they are not what they could be. He has many years of service, knows the business very well, and he's popular, both with key customers in the area and with his loyal staff. The Company needs stable growth, and to retain a solid core of competent mangers and key staff. It needs improved results, not disruption.

How would you handle this challenge?

Here are five points for your consideration. Respond to each and then consider how your position relates to vanguard thinking on issues of this type. As always, we're available for a discussion with no obligation, and who knows - between us we could find a constructive solution to this vexing problem.

Separate Out ?

On a nine-point scale, how would you rate yourself on the following 'hypotheses'?

1. Temperament and Attitude are critical elements in managerial effectiveness.
Disagree	0	1	2	3	4	5	6	7	8	9	Agree
2 - People who understand a problem fully will always take necessary action.
Disagree	0	1	2	3	4	5	6	7	8	9	Agree
3 - The key to behavioral change is to get others to think the same way you do.
Disagree	0	1	2	3	4	5	6	7	8	9	Agree
4 - The best results are achieved when everyone follows the same action steps.
Disagree	0	1	2	3	4	5	6	7	8	9	Agree
5 - Conformities in perspective are important factors in stabilizing culture.
Disagree	0	1	2	3	4	5	6	7	8	9	Agree

Responses and Discussion

Point 1 - A response between 4 and 6 would be optimal for this item.

Temperament is a composite of all the habitual coping behaviors acquired over a lifetime. Coping behaviors are complex and deeply entrenched in many cases, so are hard to change - but not impossible. Attitude is a product of current perspectives - the way we see things. Attitudes are based on values but responsive to accepted consequences.

The main contribution of both Temperament and Attitude is 'default behaviors' - which happen when the behavioral response is not a consciously considered one - in other words, 'habit'.

If we seek the comfort of habitual behaviors because we are unaware of, or under-estimate, potentially serious consequences, we make no substantial changes. Even if we are aware of the need for significant change, we may still need help to change some deep-seated habits in order to become more effective.

Point 2 - Your response should be in the first half of the scale - 2 to 5.

Understanding is a function of intellect. Intellect does not drive behaviors, this is the role of emotions. We all know that we should eat properly, exercise regularly and practice financial prudence. Few of us are as successful in these areas as we ought to be.

Until an individual experiences some emotional reaction, be it excitement, anticipation, anxiety or fear, for example, (s)he will have no strong motivation to attempt change. Some changes require much effort and/or risk, so the associated emotions and motivations* to initiate and persist with needed changes have to be strong too. (* Note how similar these words are!)

Point 3 - A 'disagreement' response, between 1 and 4, would be best here.

Business organizations are formed to harness and capitalize on the combined and interactive strengths of a number of different persons. This results in synergy, and it translates into a 'winning edge'.

Entrepreneurs can use a common perspective as a focusing device to get a new concept / product off the ground, but even they need to identify and embrace constructive dissent as the business grows.

We have to be united in our Business Objectives, while our individual goals, standards and strategies could, and perhaps should, be different. It's through these smaller scale differences that we find proper depth and richness in the quality of our operating stratagems.

Point 4 - The best response for this item is to disagree - 0 to 2 on the scale.

While there are a very few areas where we need Standard Operating Procedures, the real need is for sensitive and considered response to market demand. A balance is desirable to preserve the investment of resources and to avoid constant disruptions, but business success is achieved mainly at the 'moment of truth' - where the customer makes initial contact. All other effort is wasteful and counter-productive.

To ensure sensitive and intelligent responses at the front line, full commitment to Objectives, Goals and Standards by every person in the organization is essential. Mere compliance will not work!

Business Objectives have to be agreed up-front, and operating guidelines, to husband resources and avoid irregular / disruptive events, need to be negotiated, monitored and reviewed.

Point 5 - You would best answer in the mid-range on this point - 3 through 6.

To maximize results you will need contribution - the 'most of the best' that any person can offer. Effective contribution means a common ownership of end results, the fullest level of commitment, an unqualified acceptance of the value of synergistic effort, a resilient investment of positive emotions, all based on a continuing desire to be the best that one can be.

Conformity in 'end results' and 'fundamental values' are essential; in all other areas conformity can be a hindrance. Cooperation, collaboration centering on differences, and even constructive conflict can be more valuable tools to get the job done successfully.

In the last analysis, culture follows events, it doesn't lead them. It's the personality of the Company, which will always attempt to be a stabilizing influence, and thus one which could impede needed changes. Designing contributions that work for the individual, within an emerging organizational context, is the prime role of the true business leader.

If your responses were generally aligned with the thought processes outlined above, you have the makings of a great Coach. Coaching is the way that constructive influence is brought to bear on the potential success of another person(s). The central premise is that success can be achieved by stimulating the motivations of a person to accomplish more and better results. In this reality, (s)he is receptive to changes in behavior that will produce more desirable results and hopefully, greater personal satisfaction.

Coaching is not a panacea, nor is it an inherent skill. It has to be learned, acquired and practiced with serious intent. Once mastered, it is one of the most valuable tools available to any leader / manager in creating desired change. If you'd like to know more, please visit Coaching on this Website. You'll be glad you did!