This is not the first case study that demonstrates the important contribution behavioural style analysis can make to effective management.
Jim was a conscientious employee who had been with the company for over ten years. During this time he had been promoted to head of his department and was responsible for the management of a team of eight people. He reported to the company’s general manager.
In July 2013, a new general manager was appointed to the organisation as the original GM that Jim had worked with during the ten plus years he had been with the company, retired. Soon after the new appointment, Jim realised that the new GM had a different management style which to him appeared to be abrasive and he found it difficult to communicate effectively with him.
Fortunately, Jim had a very good relationship with one of the company directors, who had in fact been instrumental in employing him originally. Jim’s father was a close friend of the director concerned. So at a social occasion he simply mentioned to the director that he was having communication difficulties with the new GM, and didn’t want to make an issue of the situation. He did however mention that he and a couple of other managers were thinking about resigning.
For stable long-term employees to consider resignation was a major concern to the director, so he contacted one of our resellers and instructed him to identify the reasons for the unhappy state of affairs.
The first thing the consultant did was to conduct an Open 360 assessment process involving the GM and departmental managers, - six in total. The outcome surprised the consultant as the feedback sent mixed messages.
