1. Should the executive board have fired Tim for failing to live up to expectations? What alternatives are there?
2. What could the board have done to help Tim address these disruptive behaviors?
3. What areas should be explored with Tim in trying to decode his negative associations with success?
4. What can Tim do to develop an alternative, more constructive internal narrative of success?
5. As a coach, how would you work with Tim to confront his fear of success?
Prior to becoming CEO, Tim excelled as an employee, showed great potential and was consistently promoted. But, as CEO, Tim spiraled into dysfunctional behaviors: he could not make decisions, put off projects and placed too much attention on minor details. He even showed up drunk to a few meetings. Essentially, Tim's effectiveness diminished as he rose to the top.
Interestingly, Tim's father repeatedly failed in his business endeavors, and he took this failure out on Tim, constantly telling him he did not have what it took to be a success. As years went by, Tim internalized these comments, which undermined him and eventually led to his demise as CEO.