Like alpha males, some female leaders do have problems with anger and bullying, and they can be defensive and resistant to criticism. Female leaders are more likely to use a “velvet hammer,” tending to express orders as polite suggestions. Although equally talented, ambitious, and hardheaded, they often rise to positions of authority by excelling at collaboration, and they are less inclined to resort to intimidation to get what they want. Women at the top are generally comfortable with control and being in charge, but they don’t seek to dominate people and situations as alpha males do. Women can be just as data driven and opinionated as alpha males and can cope with stress equally well, but the vast majority of women place more value on interpersonal relationships and pay closer attention to people’s feelings. In our work with senior executives, we’ve encountered many women who possess some of the traits of the alpha male, but none who possess all of them. Are those the really smart women? The ones who are best at getting things done? Or are they the bossy ones? It’s easy to identify successful female leaders but often harder to categorize them. But ask them if they work with any alpha females, and they’ll look confused. Initial success creates an incentive to persevere, and the virtuous cycle reverberates throughout the entire organization.Īsk people to identify alpha males in their workplace, and they’ll readily produce a list. The goal of executive coaching is not simply to treat the alpha as an individual problem but to improve the entire team dynamic. He must admit vulnerability, accept accountability not just for his own work but for others’, connect with his underlying emotions, learn to motivate through a balance of criticism and validation, and become aware of unproductive behavior patterns. In order to change, the alpha must venture into unfamiliar-and often uncomfortable-psychological territory. That paves the way for a genuine commitment to change. A 360-degree assessment is a wake-up call for most alphas, providing undeniable proof that their behavior doesn’t work nearly as well as they think it does. Coaches get the alpha’s attention by inundating him with data from 360-degree feedback presented in ways he will find compelling-both hard-boiled metrics and vivid verbatim comments from colleagues about his strengths and weaknesses. That’s why alphas need coaching to broaden their interpersonal tool kits while preserving their strengths.ĭrawing from their experience coaching more than 1,000 senior executives, the authors outline an approach tailored specifically for the alpha. Their unemotional style can keep them from inspiring their teams. ![]() Their high expectations can make them excessively critical. Their self-confidence can appear domineering. But many of their quintessential strengths can also make alphas difficult to work with. Natural leaders, they willingly take on levels of responsibility most rational people would find overwhelming. Highly intelligent, confident, and successful, alpha males represent about 70% of all senior executives.
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