Original Publication: The CEO Magazine
Original Publication Date: June 11, 2015
A CEO of a financial services company felt pressure from the Board to grow the company by winning major, multi-million dollar clients. The CEO instituted a new process for his team, whereby he labeled any prospect over 150 million dollars a “must win” deal and insisted that he be brought in to play a significant role in each of these big deals to help “close” them. While he had very good intentions when he instituted this process, it didn’t help his team at all. Everyone felt even more pressure than usual and, as a result, their performance suffered. Team members were afraid to make a mistake and look bad in front of the CEO, and they felt like he was doubting Â that they could close the deals without his involvement. The result? They could sense his anxiety around each prospective big deal and, given that emotions are infectious, they tightened up. Under this intense pressure, they ended up losing more deals than they won. This type of situation happens all of the time in workplaces across all industries.