A Tale of Two Princes: Princely Profiles? (Part 3 of 3)
As I had indicated in Part 1 of this series, I have over the past 20 years had the opportunity to both meet and work with a great many people the world over.
Not surprisingly, this has provided me with a broad range of personality profiles from which to establish a benchmark to identify the characteristics that can help you to succeed or . . . fail.
Let’s take a look at three real-life individuals with whom I have come in contact and you tell me what role respect, or the lack thereof, played in each situation.
Mr. Ph.D. (Papa has dough)
Coming from an affluent family and brandishing an impressive academic record, Mr. Ph.D. as I called him exuded arrogance and a general disregard for those with whom he worked. (This does not relate to physicians, please.)
Unfortunately Mr. Ph.D. never achieved the level of success that both he and his company expected.
Unfortunately Mr. Ph.D. never achieved the level of success that both he and his company expected. Yes, he did have some successes to be certain but, when it came to the changing of the guard, Mr. Ph.D. was passed over as the company opted to bring in an outsider to assume the presidency mantle. Frustrated and perhaps a little humiliated, he eventually left the company. I have often wondered if he had taken away any lessons from his disappointment and if it had made him better or bitter.
Despite generating significant sales by building strong interpersonal relationships with his clients, with the exception of those who could further his personal agenda Mr. Two-Faced treated most internal people with great disdain. Obviously this was transparent to all and exemplified an individual who believed that as long as his sales were exceptional, he could dance to his own tune.
Even though he had aspirations to assume his boss’ position, when the opportunity to move up presented itself, Mr. Two-Faced was passed over for the top job because he failed to garner the respect and the confidence of those with whom he worked. He in essence became pigeonholed or locked into a position from which he is not likely to emerge.
While he is still with the same company and continues to be loved by his clients, the question that remains to be answered is simply this . . . are his bottom-line contributions going to satisfy his personal career aspirations? If not, will he eventually become frustrated and either by choice or not, move on?
Ms. Paranoia Jane
There is an old saying about never letting anyone else get a word in edgewise. Such sentiments are not limited to conversation alone.
Take Ms. Paranoia Jane. Even though others have repeatedly contributed to her success, she insists on taking the full credit for herself. There is no doubt that insecurity is at the root of her problem. However her hogging as opposed to sharing the spotlight has alienated her co-workers including those who report to her.
Suffice to say, rather than calming her insecurity, the resentment others feel towards her is fanning the flame of uncertainty and in the process creating a destructive cycle that will unless reversed, come back to haunt her at some future point in time.
Do you know and work with individuals such as these?
What would it take for each one to undo the damage their personalities have wrought and to gain your respect?
In your answers to these questions, you will also find the answer to the question is it better to be loved or feared?