After we did a 360 degree evaluation for Joe Mentee, the results were horrific.
Our first meeting was with Joe himself and our team had to think long and hard about how to frame the meeting. We could come in with a “development plan” borne out of the feedback of his teammates and subordinates. But there was no good news there—it would be a morale-crushing experience for Joe. So, we turned our attention to the Intentional Difference process – specifically using an idDiscover session and developing an idPortfolio for Joe.
Intentional Difference helps individuals and teams learn how they can work together to achieve great things. One of the most useful benefits of Intentional Difference is how it helps us to identify and own our prevailing talents and traits. Specifically, idDiscover helps us optimize the results of our combined prevailing talents, skills, knowledge, experience, passions, and outcomes by identifying our Intentional Difference.
idDiscover revealed that due to Joe Mentee’s talents and traits he loved to chart new courses.
This meant that he was good at thinking a step ahead of everyone else and generally coming up with the right answer. His patterns also meant that once he had arrived at the answer he was ready to move on. Tough combination, because it meant that his teammates experienced him as not only a know-it-all but also as someone who discounted their input and shut them down. Joe was so consumed with thinking and doing that he appeared oblivious to the feelings and value of others. He was a million miles away from being the kind of cheerleader of others that his team would need to be empowered and hence to succeed.
It was clear that we had to get Joe to the point where he was using his (very powerful) talents and traits. We would have to teach him to optimize his Intentional Difference. His talents and traits were formidable. He was wired to get things done. He got them done yesterday.
People experienced Joe as a profoundly impatient man.
His basic character trait of not suffering fools lightly meant that he had tons of knowledge that he was eager to apply right away to get things done. Which meant that he was experienced at steamrolling others in the process. Joe was a brilliant thinking-doing machine who was totally unaware of the feelings he was arousing in others.
If Joe was going to make it as a leader and if his team was to succeed, he would have to embrace his Intentional Difference and use it, rather than letting it use him.
Tune in to part II tomorrow to find out how we helped Joe transform as a leader…