Andrew was a top executive working for one of the world’s largest multinational companies. A specialist in organizational design, he was renowned throughout the industry for successfully revamping his company’s culture. When the CEO of a major competitor approached him with a promotion offer and the opportunity to play on a bigger stage, he jumped at the chance. His mission was to develop and launch a complex and important organizational redesign that the company’s CEO hoped would vault the company far ahead of its competitors.
At his last job, Andrew had thrived on top-down leadership. He was used to leading without involving his employees, and—at least for a while—that had worked out fine. But his new company was less bureaucratic. Its leaders were more open and transparent, and employees were used to being involved in decision-making.
As the stress and responsibility of his new position mounted, Andrew doubled down on what had worked for him in the past. He defaulted to commanding his people instead of engaging them.
But Andrew’s command-and-control tactics were beginning to create discord. Complaints started trickling up to the CEO, and she brought me in to help ensure that Andrew’s leadership style didn’t interfere with the project’s success.
Article posted on SHRM
Of Lolly’s many awards and accolades, Lolly was designated a Top-50 Leadership and Management Expert by Inc. magazine. Huffington Post honored Lolly with the title of The Most Inspiring Woman in the World. Her writing has appeared in HBR, Inc.com, Fast Company (Ask The Expert), Huffington Post, and Psychology Today, and others. Her newest book, The Leadership Gap: What Gets Between You and Your Greatness has become a national bestseller.