Working with a client last month I was stuck by the fact that my client was already very knowledgeable about the issue that we were discussing. As we talked through the situation it was clear to me that my client was well read on this subject. He also recounted for me several situations where his peers had similar issues and exactly how they were handled.
While many of my clients are either new in management, or have recently been promoted to a new, more challenging position, that was not the case with this individual. This was a seasoned leader; an experienced executive who had been in his current role for several years.
He knew what to do.
He knew why he had to do it.
He knew what would happen if he did not act.
Yet here we were discussing a fairly routine issue that should have handled without a second thought. He was not struggling with what he needed to do. Rather he was struggling with actually doing it.
He had a fear of the results of his actions.
He had a fear of confrontation.
He had a fear of action and struggled to do what he knew he needed to do.
Even more surprising was that he did not immediately recognize the struggle.
During our first discussion of this issue, we talked about what the situation was and how it should best be handled. We agreed on the action steps and the timeframes for action. Several weeks later the same topic came up again and I was surprised to find that he had not taken the actions agreed upon. In fact, he was very interested in discussing the theories around what should be done and the expected results. You could see and hear that the discussion energized him and that he was proud of his knowledge and his ability to understand and articulate the concepts….[ad_2]
Sourced from by David Meyer