Working with Cancer Star Sign/CType

Leaders and Managers Working with Cancer Star Sign/CType

Xl Cancer2 300x300 Working with Cancer Star Sign/CTypeThe following is an example of using CType as a teacher, leader or manager to solve problems with a Cancer CType in a work situation. This short account is of an actual situation which was addressed by assisting Cancer CType to move to his or her opposite. This account is from our CType Leadership Guides.

Real Life Example: Moving Cancer to His Opposite (Capricorn)

Bill worked for me for many years as a VP of Operations. As a Cancer, he nurtured everyone and was loved by his people. Over the years, the company grew, as did our people. With a large opportunity in front of us that would require significant changes in the way we did things, Bill dug in his heals. He felt it was too risky to give up some of his control to others, who he viewed as “not ready” for the new responsibilities. Pointing out the fact that his view of his people was dated and inaccurate made no difference. He couldn’t get past his need to make sure that “his people should not be allowed to fail.” His attachment to this old concept was putting his job on the line. He was quite stressed both at work and at home, now having trouble sleeping at night.

I met with him with the intention, as manager/leader, to assist him in moving to his opposite, Capricorn. I made it clear to him that the decision to pursue the opportunity, to which he had agreed, was moving forward. We also talked about the fact that his support for the project was critical. If he couldn’t support the project, possibly it was time for him to look for other alternatives. This adult conversation raised the emotional stakes of the meeting, which is a precursor to meaningful change.

With emotions running high, Bill indicated he was willing to change and grow. We put potential new directions On the Wall and picked the most important ones for him to focus on. We looked at the actions he would take and the dates by which he would have these actions completed. He was not to be overly concerned about helping those who worked with him, but rather he needed to put his focus on getting the job done. We would meet regularly to assess progress.

Bill left the meeting visibly relieved and ready for action. He shared his new direction with his people and asked for their support, even if it meant him having to be tough with people on occasion. They too would be required to be accountable for their actions and progress, not something some of them were accustomed to.

Bill was successful in making this shift to his opposite, as was the project. In the process, he became a better manager/leader and earned even more respect from his people. He has gone on to be an effective CEO with a number of companies.

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