According to Bill Adams, CEO of the Leadership Circle, a “high-control” leadership style incurs a high energetic cost for everyone. Leaders inevitably cast a long shadow on their organization, affecting far more than their direct reports. This shadow can either be healthy or unhealthy, and leaders are generally unaware of the shadow. But there’s no denying that it exists.

 

Listen to our interview to learn…

• Why high-controlling leaders sabotage their organization’s performance
• The story of a leader who went from always needing to be the “smartest person in the room” to entering the top quartile of leadership effectiveness and being promoted to CEO
• How your beliefs and assumptions guide your external behaviors and results