Case Study: Should A CEO Be Charming?

Case Study: Should A CEO Be Charming?

Mr. M, the CEO of a large construction company, was excellent in construction work and devoted to his job.  However, he was impatient with his staff’s “silly” questions and wanted the team to follow his development model. He also liked to wear his college outfits wherever he went.  As a result, his chairman concerned his manner and image could cost their business opportunities.

The Executive 6Q Assessment found that Mr. M was excellent in schools, from elementary to university.  He had a healthy Ego and was sharp in decision-making, learning, customer needs satisfaction, etc.  However, he was weak in emotional control and expression, poor Public Relationship awareness, and had limited conflict management skills and leadership styles.

Bring Internal Charm Out
We recommended custom “Optimize Leadership Style and Conflict Management” to address his issues.   Mr. M quickly understood the gap between his self-awareness and others’ perception, his natural skills and professional levels, and developed the skills and styles needed.  In less than three months, he won the hearts and minds of his staff back.

Should a CEO be charming?  Of course!   Our CEO studies have found that no CEO can achieve desirable results if others cannot perceive his or her leadership properly.  Vision and devotion are essential but will not succeed without sufficient conflict management, leadership styles, and talent management.   A charming CEO has much less conflicts and resistances to handle than other CEOs and can win hearts and minds more efficiently.   People skills or physical appearance alone cannot make a charming CEO, not to mention an exceptional CEO.

Human beings are like computers– no function without working “software.”  One missing software of Mr. M was that he missed some emotional exercises that others had due to his early successes, which weakened his empathy and affected his conflict management and leadership styles.  Fortunately, Mr. M was a good learner with a healthy Ego.

Most CEOs do 1 of 2 things: (1) speak to other CEOs and ex-CEOs and (2) talk to a professional coach.  The first can advise Mr. M based on their experiences, and the second mainly encourages Mr. M. to find his own solutions or give him some EQ tools and behavior modification.  Neither could solve Mr. M’s problems quickly, which would run out the patience of his chairman and staff.   However, neither could solve Mr. M’s problems quickly but run out the patience of his chairman and staff.  Then Mr. M had to “retire” early like other CEOs.  Through the 6Q Approach, we found Mr. M’s “missing software” and helped him learn, practice so that he could be a charming CEO and win hearts and minds back shortly.