'The Nice Guy\r'

'Case abbreviation: The Nice Guy Introduction This case field begins with capital of Minnesota Kennedy on a slow dayspring commute in Cleveland. During his drive, he’s upset round his wife and family, his boss, his associate, a stranger in a nearby vehicle, and even about the express of the Cleveland Br causes. He is also excited about his plans to flesh out Daner Associates into the European market and his impending promotion to chief executive officer. besides when capital of Minnesota meets with his boss, Larry, that afternoon, he disc overs that he has been misreading signals.\r\nLarry is in reality considering capital of Minnesota for the keep trim d birth two role in the company and considering promoting a nonher Daner executive, George, into the CEO position. Background capital of Minnesota has been with Daner Associates for ten years. He believes that he is cosmos prepare for to strike over the CEO position when Larry retires. Thus, capital of Minnesota i s understandably shocked when he discovers that Larry thinks of him as the number two guy, and is considering promoting George to CEO instead. Paul thinks that George lacks the polish and view to be force playive in the CEO position. fuss Statement\r\nPaul ask to demonstrate to Larry that he has what it takes to be the next CEO: A solid leader with useful communication, people relationship and solicitude skills. Analysis and Issues Paul does not open to contract a complete jerk, like George, to contract the CEO position. He does, however, need to do a everlasting(a) self-assessment to direct his strengths and weaknesses, chose a avenue that is in his own best interest, then clearly and consistently pronounce his personal and managerial views. Paul has clear emoluments over his rival, George, in terms of experience and length of eon with the company.\r\nHis employees like him and trust him to lead them. He possesses near of the elements of an effective CEO, but Larr y thinks that Paul is too straight-laced to be effective as CEO. Paul ineluctably to exploit the advantages he has and stop letting his delicateness get in the way of his own chore achiever. If Paul wants the top job, he involve to launch that he can be effective in managing his relationships with others, including his relationship with Larry, where he has allowed communications to break down to where he and Larry were on completely disparate wavelengths on his promotion to CEO.\r\nIn his interactions with Larry, it seems that Paul has been nabing single what he wants to hear. Paul has apparently misread Larry’s intentions, resulting in misaligned expectations. Paul and Larry cod very different leadership styles and attitudes on people management. This disparity in their styles is a core part of their communications issues. Paul’s self-referent criteria have prevented him from effectively auditory modality to what Larry has been telling him about his leade rship skills and potential to be promoted to CEO.\r\nIt seems that George has an advantage over Paul in being able to relate easily to Larry. Larry and George have a similar philosophy on people management, which gives George an advantage on effective communications with Larry. Larry warmly empathizes with George’s perspective, because it is similar to his own. This puts the onus on Paul to get outside of his own frame of reference to psychoanalyse himself from Larry’s perspective. The nice-guy disorder is having a banish effect on Paul’s powerfulness to check choices.\r\nHis decision-making readiness is impaired when he gives away his business leader to others, including George and Larry, denying his own goals and desires. When he feels strongly about an issue, as he does in the case of breaking into the biotech industry, he require to build his case, keep down the analysis palsy that comes with over-analyzing the data, and present his case with confid ence and the good image that has come with ten years of experience. It is that type of curse in his ideas and opinions that leave earn respect from some(prenominal) Larry and George.\r\nPaul prefers to hold back his opinions rather than speech his forefront in many situations to avoid confrontations. besides nice guys, like Paul, tend to avoid situations where they disagree with person or need to confront some wholeness about poor job performance. Paul chooses to continue silent on issues in order to avoid judgment or spare the feelings of others. Paul allows his perplexity for others to lead him to prioritize their needs over his own work responsibilities and career. He also has a trend to come out the other way when managerial issues arise, as they have with his associate, Lisa.\r\nBecause he wants to be a nice guy, and he feels bad about Lisa’s personal situation, Paul has been excessively lenient with her and continues to avoid confronting her about the decli ne in her work performance. Speaking his mind consistently and effectively will be one of the most challenging skills Paul will have to master. Recommendations In order to be an effective leader and CEO, Paul needs to set about much to a greater extent self-aware. Like many â€Å"nice guys,” Paul does not have a high level of self-awareness, which thwarts his ability to reach higher levels of strength.\r\nHe must become aware of how his choices are holding him back. He needs to develop an frank self-awareness that will enable him to visual sense creatively with his weaknesses and fully benefit from his strengths. Since Larry has been Paul’s boss for ten years, he probably knows Paul’s strengths and weaknesses better than Paul knows himself. Paul needs to muster up the confidence to ask Larry for his constructive criticism. In this way, Paul will tap into Larry’s insight to help identify and minimize his weaknesses and identify and employ his strengt hs in order to maximize his strong point as a leader.\r\nPaul needs to use his defensive attitude in order to hear and really listen to Larry’s advice, understand it as he never has before, and then take immediate action on that on that advice. Paul needs to start thinking of confrontation as an effective communication tool that will enable him to work on problems as quickly as possible. He must realize that his leniency with Lisa has reached a point where it compromises his ability to deliver on his business commitments. His reticence to verbalise frankly with her to resolve the work issues is ultimately harming two of them.\r\nPaul needs to address the issues in an honest and open conversation with Lisa; otherwise her work whitethorn continue to suffer, leaving him with only unpleasant options for dealings with it. Conclusion/Summary Paul has become as well focused on trying to be ministrant and nice to others, resulting in an im sense of balance that has diminished his effectiveness as a leader. When Larry told him that he was not the early choice for CEO, presenting Paul with the evidence that things were not freeing as he thought, Paul continued to look externally to blame George for the misunderstanding.\r\nPaul needs to take a good, hard look inward to cover an understanding of the connection between his nice-guy behavior and its negative consequences, and then accept that he must neuter those behaviors in order to achieve his business success targets. As he becomes aware of his shortcomings, he will be able to find ways to guide them through training, mentoring, and by surrounding himself with people who have complementary skills. While identifying and minimizing his weaknesses through self discovery, Paul also needs to identify and emphasize his strengths.\r\nHe cannot allow his nice-guy, self-sacrificing tendencies to lead him down the path to a job that is not in alignment with his talents and goals. Essentially, Paul needs to fi nd a balance between his natural tendency toward niceness and an portion level of assertiveness. References Edelman, R. C. , Hiltabiddle, T. R. , & Manz, C. C. (2008). Nice Guys Can Get the niche Office: Eight Strategies for Winning in business organization Without Being a JERK. New York, NY: Penguin Group (USA) Inc.\r\n'