This charismatic executive, who had come up through the ranks of the organisation, had little time for people who could not furnish detailed evidence to back up their assertions. She was also highly intolerant of people who would not stand up to her in a discussion. She tended to cut people down in front of their peers to the degree that many on her top team dreaded contact with her fearing another tense conversation. We introduced the outside perspective which enabled the Chief Executive to see what damage she was doing – whether she meant to or not. We focused on highlighting the behaviours that both she and her team introduced which created the most damage so that each person began to take an active part in changing the culture of the group. The group did eventually become more stable and its members reported being much happier with the new set up.