"Have you worked with CEOs that fit these descriptions?"
Understanding the tendencies of CEOs can be very entertaining and humorous. Learning to identify the common challenges faced by many CEOs can enlighten us to the point that we improve our own performance. Labels can help us identify both the success and failure we all experience when assuming a leadership position within an organization. As you read this, I encourage you to examine these labels for both intrinsic and extrinsic value. In other words, do you
sometimes exhibit behavior that can be identified with each label? Have you worked with others that fit these descriptions?
The wiggler is very common among CEOs. They cannot seem to be “nailed down” to anything concrete. There is no sense of value in an organization managed by the wiggler. Every day seems to ebb and flow with each new challenge.
Employees of the wiggler are very frustrated because decisions and behavior must be guessed daily. There is no consistency of message or action. The daily perspective changes and team members opt to do nothing until the wiggler makes a wiggle. This isolating environment lacks leadership because the follower has no clue what direction to move.
"Changing viewpoints during organizational challenges are the norm."
Wiggler organizations are very susceptible to “flavor of the month” programs that lack continuity with the organization as a whole. Employees view each new program as another attempt to fix the many problems faced by the team, yet hold little hope the solution will appear. And worse, when solutions are evident, the wiggler lacks the discipline to see them through to implementation for change. Wiggling “it” just a little bit allows the Teflon coating on
this manager to work its magic. Statements like “I never said that” or “I didn’t mean it like that” are very common. Changing viewpoints during organizational challenges are the norm. The wiggler liking something today and hating it tomorrow makes the team unsure of how they should view anything new.
"Get them to sign everything you can in order to minimize the coming wiggle."
If you work for a wiggler, documentation is your best friend. Manage these CEOs very formally by following up and requesting clarification of expectations constantly. Hold them strictly accountable for both actions and words to minimize their impact on the team. Never assume that they will remember what they said or asked you to do for them. Place them in a very small communication box by utilizing witnesses, journals and follow-up emails. Get them to sign
everything you can in order to minimize the coming wiggle. They will not do this easily so you may have to be creative. The wiggler has wiggled for a long time and is very hard to “lock-down” for any concrete position. Wigglers blame bad memory, bad luck and even bad taste for the challenges facing your team. Understand that your success is incumbent upon catching this greased pig and holding it still in order for the team to meet its
[Think “Groundhog Day” and you have the picture of life in the stickler organization.]
The stickler on the other hand has either never had the wiggle or has lost it somewhere during life’s journey. The stickler is a very rigid manager that lives in the shadows of the black and white ink on your policies and procedures. In the stickler organization, rules dominate and regulations have only one interpretation. Perspectives only exist through the eyes of the stickler. Think “Groundhog Day” and you have the picture of life in
the stickler organization.
Change is not only avoided, it is feared by the stickler. Employees must follow a strict adherence to policy and routine. Any derivation of this routine is ridiculed and scorned by the stickler. Every leadership position becomes occupied by like-minded sticklers since they cannot imagine another point of view. Outside thinking is very limited and a strong “not invented here” mentality exists.
"Occasionally, you may still find a typewriter in the stickler organization to be used “just in case” it is needed."
Many organizational policies have become outdated since subordinates are afraid to recommend changes and updates. Occasionally, you may still find a typewriter in the stickler organization to be used “just in case” it is needed. Appearances change very little and projects are kept to a minimum. After all improvement implies change and what is the value in change?
If you work for a stickler, information is your best friend. Even the most obstinate of sticklers can be sold but the effort required is great. The most influential of sales techniques require the sellers to make the buyer (the stickler) think the idea was theirs in the first place. Seeds of change must be planted early and tended often so the stickler doesn’t realize they were sold. Eventually the stickler sees the change as their own idea and
slowly the change may be adopted. Be careful, the stickler has a very sensitive “change” whisker and can revert back to the methods of the past very quickly.
"bureaucracy rules the roost"
In the stickler organization, bureaucracy rules the roost. Subordinates must make every effort to minimize the corporate red tape that prevents decisions from gaining traction. Every action must be scrutinized, analyzed and “committeeized” before being implemented. Sticklers have no bend and will remain rigid to the point of breaking. There is certainly no gray between the “yes and no” of your policy. Every situation is simply “do or do
The hermit is the most elusive of CEOs in the contemporary workplace...
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