In his recent article, Michael Wilkinson of Leadership Strategies, shares an experience when a CEO goes ballistic in the middle of a facilitated session.  Michael shares how he dealt with the situation at the time as well as how he would handle it in a more effective way today.

What the article doesn’t address was how the CEO’s behavior is effecting the organization. If the CEO is choosing to act this way in front of an outside facilitator, how is he acting when there isn’t one?  I would suspect it wouldn’t be better but worse.  If you were part of this team, what would you do to help it become more functional so that the organization be successful in the future?

Click here to read Michael Wilkinson’s article.

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