ABSTRACT

This chapter focuses on what can be directly observed and objectified, utilising a scientific, data-based process that analyses changes and manages behaviours. This then helps the author to zero in on a leader's behaviours and the impact that they have on others. The first executive, 'Bruce', was a new employee with the company and was given a senior role working on a project worth many billions. John simply wanted to be an engineer which was his profession. Basically, he had left what he loved doing to do something he totally disliked doing: dealing with people's emotions, wants and needs on a day-to-day basis. Applied Behavioural Science truly is the catalyst that helps the author develop a leader's strengths and address any barriers to their success. The second executive, 'John', was in a similar situation in his new leadership role. The one thing that gained him most traction was his humility.