The more people I spoke to about this leader, the more worried I got:
🔴 “Extremely difficult, scary and obstructive!”
🔴 “The department is haemorrhaging staff and managers.”
🔴 “Every time we try to change something, he blocks it!”
🔴 “You are literally our last attempt before we look at dismissal.”
By the time our first coaching session came around I was expecting to meet something of a monster.
But what I found was very different.
It seemed to me that here was a baffled and bewildered person. Someone in a demanding role, in challenging and shifting circumstances, trying their best to get good outcomes for their department’s clients. In the only way that they knew how.
As well as a slight concern that I was being played by this person, I left with lots of questions. How could there possibly be such a massive gap between what I thought – and the hugely negative experiences that other people were having? In the end, we coached together for six months and created some very positive change.
I got so curious about what was going on to create this kind of situation to start with that I ended up writing my first full-length book about it – The Nine Types of Difficult People.
If you’ve ever wondered how it could easier to help a difficult person themselves, or how the people around them can deal with what’s going on as quickly and effectively as possible, please check out the links below to discover more about the book and look around this website for other resources.
Grab yourself a copy at any good bookshop or online using these links: