Primal Leadership: Learning to Lead With Emotional Intelligence

Cover Primal Leadership: Learning to Lead With Emotional Intelligence
Not surprisingly, there was more than the usual amount of intrigue, political jostling, and even subterfuge. And Bill, the human resources manager, was smack in the middle of it, involving himself in every conversation and debate. He made sure he let everyone know what he thought—and thought that he knew—setting himself up as “the guy in the know.”
    Some of the top team went along with Bill’s highly developed sense of self-importance, humoring him because it served their own purposes. Others
... just avoided him. Then, at one point in the middle of the transition debacle, the board asked a prominent, but coercive, executive committee member to step down—an upsetting event for the whole team. Bill responded by analyzing the situation ad nauseum with anyone who would listen. He cast aspersions and spread rumors. When his boss got wind of one of these conversations, he was heard to say ruefully, “Bill is ignorance on fire.”
    Yet neither that boss nor any other member of top management had ever taken Bill aside and offered him an honest assessment of his behavior—something that would have helped him begin to improve.
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