The Situation:
Sharon has been with the organization for 15 years. Five of those years have been as a senior director. The organization recently has engaged a new vice president to lead the group Sharon has been a member of and Sharon is struggling to understand her role in this group with the new leader. The new VP is concerned Sharon does not support the new team or VP. There have been several mishaps that have caused the VP to consider replacing Sharon.
The Solution:
Sharon is a relater while her new team and boss are directors and socializers in the Platinum Rule assessment. Sharon is somewhat resentful that the new team wants to make changes and take this group to a new direction. Sharon says it is been tried before and been unsuccessful. Therefore, she is somewhat hesitant to be a supporter of this direction.
Now, Sharon, if she wants to stay with this team, must decide if she can adapt to the team’s style and be able to wholeheartedly support the new team. Once Sharon has a clear understanding that the new team wants her to succeed, she must be able to stop conveying the message that “this has been done before and did not work”. Sharon has been given examples of her passive aggressiveness and how it is hurting her chances of promotion and even hindering a move to another group.
The Outcome:
Sharon has been working on the delivering quick turnarounds on projects that are time sensitive. She has been transparent in what can be accomplished. Since then, senior leadership is starting to see Sharon in a new light… first, in her reporting methods and secondly, they are noticing her diligent approach around accountability and time sensitivity with current projects.
The best way to cheer yourself is to try to cheer someone else up. Mark Twain