Identifying Genetically Inherited Behaviors

Scenario 1:
Mr. A is an Entrepreneur. He is aware his business requires a strategy and the right people on the bus to deliver results. So as the Managing Director he has his top management team in place.

He believes he has carefully handpicked his leadership team for success. He has relied on their ‘Hard skills’ such as education, experience, technical knowledge and business acumen, critically verifying all of those hard skills that are vital.

His Board of Directors have approved a Joint Venture with a Korean major. The concern’s before Mr. A are: is my top team ‘competent’ to work with cross cultures during the execution of the project? How well can my Sr. Vice President direct and delegate?

Mr. A has concerns about Sr. VP’s leadership skills as he finds him spending most of his time in the office while he is required at the project site. Though, Mr. A instructed him to visit the site every day he noticed a reluctance with the Sr. VP who often delegates it to his Dy. Manager, four levels junior in the hierarchy.

Mr. A wonders what was missing during the selection process. What has the HR missed out on, though they did an excellent background check.

Scenario 2:
The Factory Manager at ABC Technologies often complaints about the Production Executive Peter Nelson who is a few months old in the organization. Peter hasn’t shown any contribution on the shop floor, and his performance has been negative so far.

However, Peter shows great interest in diversifying the sales process and goes around during lunch hours to meet some colleagues from the sales team and offers unsolicited advice. He also made an aborted attempt to present a marketing plan to impress the Marketing Director during his fifth month with the company.

Issues such that of Peter Nelson are common in businesses and organizations. Many a career have been compromised and talented young men and woman have found themselves in the wrong roles, continuing only because of the paycheck and lack of courage to change. The inherent loss is both, to the organization as well as the employee.