Behind the cloak and wand
Executive story
Behind the cloak and wand
As a manager when you get up in the morning you’re wearing you must cloak (composition, role, outward) when you come into your office, you take the baton (the trappings of power of role). Every morning, robe and scepter are an integral part of you and at dinner or when you are returning to your home the props they disappear and what is left is you!.
Who you are when you meet yourself? What is your inner compass that guides you in making decisions and setting goals? What are the personal and universal values ​​that guide you? What are you maximizing holdings which successfully? Operates and manages? What are the weaknesses you give them a place of honor and tripping you up?
Successful executives and workers with their holdings. Managers who fail are those that work with their weaknesses.
Gidi I first met several years ago at the workshop work programs for managers, I transferred the management of the company, where he served as VP of successful and promising.

If you need to characterize the wires, can be said to have born a winner. Gideon is charismatic and handsome, when he speaks, he is able to sway the audience, projecting confidence and authority.

Course of his life until now worked correctly: army officer, academic studies undergraduate and graduate chain management and administrative functions, until the position of VP Business Development.

A few months ago we met again this week. Gideon had our conversation to tell me that because of downsizing and disagreements with the director from his position in the past three months.

The beginning of the conversation was engaging storyline, and its package closely resembles the book “The Monk Who Sold His Ferrari”. Gidi detailed grocery list to find themselves crazy journey that is experiencing a vacation in his 20s. Backpack, traveling to India, visiting an ashram in Pune.

After about 20 minutes of conversation honey trap “- a pleasant conversation and sweetish that says nothing, I asked Gidi what you really mean? What do you want me to understand? good for you ? Satisfied? What are you planning to do?

It was the stage for which he is always the hardest. This is the moment when the person sitting in front of me went inward and ask themselves echo the questions I asked him loudly.

In response to questions I asked Gideon, told me three short stories led him to meet me:
In the days following Hfitorin- received support and a hug from his colleagues, phrases like: Now we have time for coffee, no pressure.

A month after the announcement felt that tendons phone rings less, text messages and calendar bombed decreasing steadily being depleted. Gidi donated free time to make a decision and to fly on holiday to find themselves in India.
The decision led to several months of combined on a trip to a fascinating journey.
When Gideon returned from India, happy and relaxed, sure of himself and he expected the new way. Gideon, assured himself that his life going to look now and forever as the trip to India: calm, peaceful meditation in the morning.
Two days after his return from the morning coffee with his wife Daphne, a garden at home. Watched while sipping coffee Photo: Dafna hurry to work, but not enough in a hurry, after kissing and two sips of coffee his wife asked him: “What are your plans for today? Examine the situation in the bank. Talk Nice She said they are looking for a company vice president. ”
This time it suddenly sieve phone does not ring, the diary is full, there is no pressure to meet you, you already have all the time in the world. Tomorrow seems like an eternity. This native can contribute to you and lift you these holdings are your internal compass that will help you make decisions.
The people who were around and looked for the sacrifice and your presence in everything you consulted and explored how about any subject. They suddenly disappear.
Avner is the mentor of the wire, is the first CEO with whom he worked, with completion degree. Abner was always there and Gidi was clear that he would always be there for him. Whenever they met felt that tendons filled. The meeting was slightly different this time.
Avner’s look was a hint of judgment, “What are you planning to do? What if things do not work out as you plan? “Gideon’s request that Avner will arrange for him to meet his friend, a senior manager in, Abner avoided elegantly.

Gideon is a talented and intelligent manager. The current situation of many executives familiar tendons in the 30s, 40s and 50s.

The current situation is unpredictable and it brings together the wire with himself, his abilities, skills acquired and in simple terms what is equal to the market and to whom.

The alternatives facing the wire are:
A. Be a victim of reality imposed upon him and cry the situation.
B. Or alternatively look at reality as it is and work out the holdings.
I referred questions to the wire at the end of our meeting were:
• What are the three things unique to you, that make you a valuable provider company in which you are as a manager (core activities and raising profitability)?
• what you could have done differently to avoid the current situation (in other words what is your responsibility for the situation)?
• If you do not have responsibility for the situation and is not related to you, what will you do in the future and / or what can be done to avoid it?
• What makes you maximize your abilities (areas, functions, activities)?
• What are the areas and activities in which you acquired the plates that you can recover and leverage elsewhere?
• What manager you today in search of a new role? (Ego, and meaningful contribution, income, status,
Personal seal, making hobby to engage).
• sober perspective how long it takes you to find a new role?

The process we focused on was to get out of comfort zone, reinvigorate his life and retired to release the autopilot contributed to the cords up to that point, look into life at least one positive perspective and explore what the real added value that it can bring to the new organization. What kept examined the way the wires, what you could do differently if at all.
Gideon acted in relation to itself as an organization he created the vision, focus and build strategy defined what would be considered a success in his eyes. Gideon could build the action plan only after he looked in the mirror and looked at the situation and accepted it.
Map, from that point, you could start the process of change.
• Exit the comfort zone – release fixes paradigms.
• Setting up a new autopilot – a basket of different comments and conduct that does not work than the old one.
• Set personal vision – what is the best place for me image.
• Setting values ​​management – by which goes – partnership, involvement, commitment
• Set up a strategy – what is the most appropriate role for me, which I expresses my abilities and Hzkotii, what matters to me drown seal and is not ego.
• Building an action plan – mapping organizations where appropriate for me to work, I have connections map.
The first month was to take off the robe and drop the baton, all the props and rebuild the spine inside. The compass that is the touchstone in making personal or business decisions.
After several months tedious re-integrated into the labor market.
Today he serves as the CEO of a company, management method has changed completely, today Gidi he runs attentive, its management in a heterogeneous and characterized by the absence of thinking herd, there is a variety of voices, brainstorming is an integral part of the work, learning and learning lessons is a structured process for investigating all success or failure, the organization held an organizational learning. Strategy and work programs rely on the high level of commitment of board members.
Do you recognize yourself or with your managers and employees part of fortune?
As a manager you or your people are likely to experience one or more failures in promoting work and life:
Glass ceiling – the maximum spot, you believe to yourself that you can get to it and you choose a lower priority to avoid the ceiling – get hurt, disappointed.
Sticky floor – the starting point from which you started, where you grew up, first starting role in the organization. The starting point is often an Achilles heel that is an organization look at you. In many cases when you want to advance your manager will examine the perception about you from where you first met.
Iron Gate – a barrier to entry to the organization and / or a lack of experience in the field, or any other obstacle, education, personality, skills and abilities. These are the prerequisites to run for the post in the organization.
Crystal Walls – success or failure in one area of ​​the field makes you believe that all taste the same. Experience new places would be like trying to move without adjustment or a substantial change.
When we are faced with a situation that we have chosen from all sides are heard phrases like “everything for the better”, anything can be learned “, in a few months the situation will laugh”, Truth, annoying when we say it. We can only take responsibility for the situation and try and change it.
Autopilot – In life we ​​are able to build a basket comments that runs automatically every time we feel pushed into a corner. Or alternatively encountering a phenomenon familiar from the past. This response of the autopilot always succeed and therefore we continue to embrace it. At some point it just does not work anymore and we can not figure out why.