Director Development - Solving 'Aberrant Behaviour'
Client Organisation:
Scientific Sector
Position:
Head of Department
Context:
A research based organisation was operating in a field where the legislation has to be written, and sometimes in light of research results re-written, as the products are developed. The head of one of the departments appeared to be generating unnecessary obstacles and hoops for the company to jump through in order to get it's products to market. The behaviour was deemed "inexplicable" by the CEO of the organisation.
Objectives:
To identify reasons for the undesirable behaviours and, given the critical role fulfilled by this employee, to identify potential solutions.
Format & Duration:
The Head of Department was profiled using the LAB Profile which determines motivation traits underlying the behaviours in any given context. The profiling takes anything from as little as 15 mins to 45 mins and is conducted face to face. In this instance the profile took around twenty five minutes or so and the motivational traits underlying the unwanted behaviours were obvious.
Outcomes:
What became apparent was that the individual concerned was just that - very much an individual. His primary motivations in the context of work were independence (having sole ownership of decision making with a strong reluctance to discuss and or share) together with a very strong internal decision making strategy (knowing within himself and being very difficult to persuade once he'd made up his mind).
Given the strength of these patterns the client was advised that it would be difficult to coach him into new behaviours and to expect on-going difficulties with his 'contribution'. The solution devised was to offer him true independence of the company by appointing him as a consultant to the company rather than an employee. Given his underlying motivations he accepted the offer and consulted 2 days a week for the organisation.
The company got the best of both worlds, the technical input from a consultant who knew the company and their products well and the freedom to make and manage decisions themselves using his input as advice.
Comments:
When people exhibit very strong motivational traits in their profiles it is a likely sign of behavioural inflexibility. This is not uncommon and a lack of behavioural flexibility is one of the reasons for conflict, it's also what holds many leaders back. When the strong patterns include motivations to have total ownership there is only ever going to be problems.
No matter how difficult a situation seems, once the underlying motivations and intentions are understood a problem can usually be resolved in one way or another - provided someone exhibits the behavioural flexibility to find it.
One of the fastest ways to change behaviour is to change the context in which the behaviour occurs. In this case the relationship between employer and employee was part of the issue. Chnaging the relationship to consultant and client created a big shift in attitude and behaviour. Changes to context do not have to be so radical, even subtle changes can result in profound shifts in behaviour.