A New Way to Look at Abrasive Leaders: How Can Neuroscience Help?

My main career focus has always been difficult change (different angles, not just the abrasive type) but this territory is so misleading and important that it's worth dedicated attention.

I recently came across a great article by Jordan Goldrich (find it here) and thought it might be best to share specific situations that may help make some critical points...

1. A COO in a client organization was put by his CEO in an impossible situation so that the CEO wouldn't have to hold people accountable himself. This COO was the only one pushing others on the senior leadership team to "align with the real world" and with corporate policies, and was really the only strong pillar standing when it came to delivering. He was also abrasive, dismissive, controlling, and to a degree even vindictive.

2. It is not uncommon for teams to tag someone as "problematic" because that person is unlike them, or because that person is too "expressive" and passionate about results. When such an individual feels unheard (which is often a natural by-product in such a situation) it often leads to them to feel frustrated and as they ex