This 2-page case describes the decision Jan took to try to change the way he led IG&H, having been made aware of the harm his leadership was inflicting on the people he managed. He described this realization as “an emotional breakthrough.” The case ends with his decision to attend an executive program on Leadership, raising the following questions for class discussion: Can a program change a career-long leadership behaviour? Why or why not? And what is possible and likely to change in Jan’s case and what is not?
- To show Jan’s painful awakening about his flawed leadership behaviour and his decision to stay with the firm but to seek help starting with attending an executive program on Leadership.
- To raise issues about the challenges of changing one’s deeply ridden behaviours, and discuss if or how attending a single Leadership program could help the transformation.
- To use the video interview with Jan for case (B) reflecting on his long transformation journey to demonstrate the struggles but also the rewards of becoming a self-aware leader mindful of how his/her words and actions can motivate or demotivate others.
IG＆H, Business Management Services, Consultancy
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications