The CFO who found a new way

A CFO tended to become aggressive when he disagreed with another person’s opinion.

Professional services

It was most noticeable when Peter was negotiating with clients on large contracts. He would either say nothing when they made unreasonable requests or would retaliate angrily. Both sets of behaviours were causing him to be less effective in his role and were worrying him and attracting a reputation which would be hard to shake off before long. We helped him to experiment with how to communicate strong views skilfully without holding back and as a result he became more confident about tackling issues early on before they had time to get out of control and damage the organisation’s interests... as well as his own.