Class 13 Deadwood EN

USA · Mexico (Monterrey, Guadalajara, CDMX) · Argentina · Brazil
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Lithuania · Latvia · Ukraine · Belarus · Russia
India · Thailand · Australia
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© Ichak Adizes, 1971 - 2020
Course 1/4: Leadership Roles and Styles
Class 13
Deadwood,
Ideal Executive,
Complementary Teams &
Constructive Conflict
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Karim Massimov
At the time Prime Minister of Kazakhstan
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Karim Massimov
At the time Prime Minister of Kazakhstan
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“Ichak Adizes… explains logically and
convincingly why ‘The Ideal Manager’ can
not exist and how to make up for the given
less than ideal situation.”
— Gideon Toeplitz,
Executive Vice President and Managing Director
of the Pittsburgh Symphony
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So far
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So far
•We covered the styles of (P), (A), (E) and (I)
archetypes.
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So far
archetypes.
•A functional manager leader has no zeros in the
(PAEI) code.
5
So far
archetypes.
(PAEI) code.
What’s next?
5
So far
archetypes.
(PAEI) code.
What’s next?
•What happens when the PAEI code is all zeros?
5
So far
archetypes.
(PAEI) code.
What’s next?
•What happens when the PAEI code is all zeros?
•What happen when a person is perfect in all the
(PAEI) code?
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Who are we?
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Who are we?
(PAEI)
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Who are we?
(PAEI)
We are all the same,
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Who are we?
(PAEI)
We are all the same,
differently
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EXERCISES
Using PAEI Terminology
Which style would ask the following questions when

faced with a challenge?
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EXERCISES

• Why are you doing this?
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EXERCISES

• Why are you doing this? (E)
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EXERCISES


• What are you doing?
7
EXERCISES


• What are you doing? (P)
7
EXERCISES


• How are you going to do it?
7
EXERCISES


• How are you going to do it? (A)
7
EXERCISES


• Who is going to do it?
7
EXERCISES


• Who is going to do it? (I)
7
EXERCISES


• Why not done yet?
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EXERCISES


• Why not done yet? (E)
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EXAMPLES
Two toddlers fighting over a xylophone
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EXAMPLES
PAEI Behavior in a meeting
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EXAMPLES
Styles of soccer players
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EXAMPLES
Styles of soccer players
In the next video what is the style of the

person speaking?
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9
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Classify these characteristics by PAEI code
(could be more than one letter in different sizes)
Do you agree with the characteristics
of management vs leadership?
PAEI LEADERSHIP PAEI MANAGEMENT
1. Creates vision 1. Brings order to complexity

2. Creates change (adaptiveness) 2. Capability to achieve plans
3. Integrity 3. Resources management
4. Exa-drive 4. No zeros in individual PAEI code
5. Total commitment 5. Create quality complimentary teams
6. In touch with reality in every form
6. Delegating capability (authority and
7. Inspires people responsibility)
8. Creates environments which draw 7. Close to the ground
out unique, diverse strengths from all
8. Planning and budgeting
9. Self-assurance 9. Organizing and staffing
10. Will to survive
10. Motivates people
11. Negotiating ability
11. Controls processes
12. Communicates effectively
12. Solves problems
13. Copes with change
14. Holds people accountable
15. Good intuition
16. Manages with tough empathy
17. Dares to be different
Source: Nick Frangos (South Africa)
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E 1. Creates vision 1. Brings order to complexity
2. Creates change (adaptiveness) 2. Capability to achieve plans
10. Will to survive
12. Solves problems
15. Good intuition
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E 2. Creates change (adaptiveness) 2. Capability to achieve plans
10. Will to survive
12. Solves problems
15. Good intuition
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? 4. Exa-drive 4. No zeros in individual PAEI code
10. Will to survive
12. Solves problems
15. Good intuition
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PAEI 5. Total commitment 5. Create quality complimentary teams
10. Will to survive
12. Solves problems
15. Good intuition
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P 6. In touch with reality in every form
10. Will to survive
12. Solves problems
15. Good intuition
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EI 7. Inspires people responsibility)
10. Will to survive
12. Solves problems
15. Good intuition
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PI 8. Creates environments which draw 7. Close to the ground
10. Will to survive
12. Solves problems
15. Good intuition
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10. Will to survive
EI 11. Negotiating ability
12. Solves problems
15. Good intuition
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10. Will to survive
AI 12. Communicates effectively
12. Solves problems
15. Good intuition
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10. Will to survive
12. Solves problems
EP 13. Copes with change
15. Good intuition
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10. Will to survive
12. Solves problems
PA 14. Holds people accountable
15. Good intuition
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10. Will to survive
12. Solves problems
PE 15. Good intuition
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10. Will to survive
12. Solves problems
PI 16. Manages with tough empathy
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10. Will to survive
12. Solves problems
E 17. Dares to be different
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10. Will to survive
12. Solves problems
7P 3A 8E 6I Source: Nick Frangos (South Africa)
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10. Will to survive
12. Solves problems
7P 3A 8E 6I TOTAL PaEI Source: Nick Frangos (South Africa)
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E 1. Creates vision A
1. Brings order to complexity
10. Will to survive
12. Solves problems
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E 2. Creates change (adaptiveness) P
2. Capability to achieve plans
10. Will to survive
12. Solves problems
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3. Integrity A
3. Resources management
10. Will to survive
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
4. No zeros in individual PAEI code
10. Will to survive
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
PAEI 5. Total commitment PI
5. Create quality complimentary teams
10. Will to survive
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
P 6. In touch with reality in every form PA
10. Will to survive
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
PI 8. Creates environments which draw P 7. Close to the ground
10. Will to survive
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
out unique, diverse strengths from all PAE 8. Planning and budgeting
10. Will to survive
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
9. Self-assurance PA 9. Organizing and staffing
10. Will to survive
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
10. Will to survive PI 10. Motivates people
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
EI 11. Negotiating ability A 11. Controls processes
12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
AI 12. Communicates effectively PAEI 12. Solves problems
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3. Integrity A
? 4. Exa-drive PAEI
PA 14. Holds people accountable 9P 8A 3E 4I
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3. Integrity A
? 4. Exa-drive PAEI
PA 14. Holds people accountable 9P 8A 3E 4I TOTAL PAEI
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DEADWOOD
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Archetypes
Mismanagement
PAEI Code Style
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Archetypes
Mismanagement
PAEI Code Style
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Archetypes
Mismanagement
PAEI Code Style
P
A
Ø Ø
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Archetypes
Mismanagement
PAEI Code Style
P
A
E
Ø ØØ
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Archetypes
Mismanagement
PAEI Code Style
P
A
E
I
Ø ØØ Ø
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Archetypes
Mismanagement
PAEI Code Style
P
A
E
I
Ø ØØ Ø DEADWOOD
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(ØØØØ)
Deadwood
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• Typical problem, complaint
(ØØØØ)
Deadwood
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(ØØØØ)
Deadwood
• Attitude to change
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(ØØØØ)
Deadwood
• Driving motivation
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(ØØØØ)
Deadwood
• Who works for Deadwood?
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(ØØØØ)
Deadwood
• Who works for Deadwood?
• What causes Deadwood?
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Archetypes
Mismanagement
PAEI Code Style
P ØØ Ø Lone Ranger
Ø A Ø Ø Bureaucrat
Ø ØE Ø Arsonist
Ø ØØ I Super Follower
Ø ØØ Ø DEADWOOD
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Archetypes
Mismanagement
PAEI Code Style
Ø ØØ Ø Lone Ranger
Ø A Ø Ø Bureaucrat
Ø ØE Ø Arsonist
Ø ØØ Ø DEADWOOD
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Archetypes
Mismanagement
PAEI Code Style
ØØ Ø Ø Bureaucrat
Ø ØE Ø Arsonist
Ø ØØ Ø DEADWOOD
14
Archetypes
Mismanagement
PAEI Code Style
Ø ØØ Ø Arsonist
Ø ØØ Ø DEADWOOD
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Archetypes
Mismanagement
PAEI Code Style
Ø ØØ Ø Arsonist
Ø ØØ Ø Super Follower
Ø ØØ Ø DEADWOOD
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Archetypes
Mismanagement
PAEI Code Style
Ø ØØ Ø Arsonist
Ø ØØ Ø Super Follower
Ø ØØ Ø DEADWOOD
CHANGE
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Can a Deadwood be revived?
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And what to do with a Deadwood?

Identify and dismiss?
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And what to do with a Deadwood?

Identify and dismiss?
What to do with people who have many years in the

company being pushed out by the new comers?
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Archetypes
Management Roles Output
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Archetypes
P
A
E
I
Ø ØØ Ø
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Archetypes
P Effective
A
E
I
Ø ØØ Ø
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Archetypes
P Effective
A Efficient
E
I
Ø ØØ Ø
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Archetypes
P Effective SHORT
TERM
A Efficient
E
I
Ø ØØ Ø
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective
I
Ø ØØ Ø
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective
I Efficient
Ø ØØ Ø
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective LONG
I Efficient TERM
Ø ØØ Ø
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective LONG
I Efficient TERM
Ø ØØ Ø Deadwood
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective LONG
I Efficient TERM
Ø ØØ Ø Deadwood
P
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective LONG
I Efficient TERM
Ø ØØ Ø Deadwood
PA
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective LONG
I Efficient TERM
Ø ØØ Ø Deadwood
PAE
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective LONG
I Efficient TERM
Ø ØØ Ø Deadwood
PAE I
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective LONG
I Efficient TERM
Ø ØØ Ø Deadwood
Perfect Leader,
PAE I
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Archetypes
P Effective SHORT
TERM
A Efficient
E Effective LONG
I Efficient TERM
Ø ØØ Ø Deadwood
Perfect Leader,
PAE I Ideal Executive
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PAEI
• Result Oriented
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PAEI
• Result Oriented
• Organized Efficient and Systematized
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PAEI
• Result Oriented
• With Strategic Outlook, Risk Taker,

Creative Innovator
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PAEI
• Result Oriented
• With Strategic Outlook, Risk Taker,

Creative Innovator
• Team builder, Makes him/herself

dispensable
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PAEI
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The Textbook
Executive
PAEI
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The Textbook
Executive
PAEI
NOT TOO MANY LIKE US LEFT AROUND!
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Change => Problems
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Change => Problems
Need to make good decisions and never to err
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Change => Problems
Does such “animal” exists that never, never errs?
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Change => Problems
Does such “animal” exists that never, never errs?
GOD?
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No human is better than GOD.
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We all have strengths and weaknesses
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Need a complementary team
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Like in a Marriage.
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Like in a Marriage.
Like in a Theater.
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Like in a Marriage.
Like in a Theater.
Like in a High Tech company.
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Like in a Marriage.
Like in a Theater.
In all companies.
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Like in a Marriage.
Like in a Theater.
In all companies.
In all countries.
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Like in a Marriage.
Like in a Theater.
In all companies.
In all countries.
On the Planet Earth
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Like in a Marriage.
Like in a Theater.
In all companies.
In all countries.
On the Planet Earth
If two people agree on everything

One of them is not necessary
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"Everybody is ignorant, only
on different subjects"
— Will Rogers
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Complementary Team
Example:
Wounded soldiers crossing the forest.
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25
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WHICH FINGER IS THE
MOST IMPORTANT ?
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E
AAA
AAAA
A A A A A
A A A A A A
P P P P P P P
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E
AAA
AAAA
A A A A A
A A A A A A
P P P P P P P
Elitism
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E HEAD - SUPERIOR
AAA
AAAA
A A A A A
A A A A A A
P P P P P P P
Elitism
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E HEAD - SUPERIOR
AAA
A A A A SUPERVISOR
A A A A A
A A A A A A
P P P P P P P
Elitism
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E HEAD - SUPERIOR
AAA
A A A A SUPERVISOR
A A A A A
A A A A A A
P P P P P P P SUBORDINATE
Elitism
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28
29
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30
31
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FASCISM
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FASCISM
COMMUNISM
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FASCISM
COMMUNISM
RACISM
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FASCISM
COMMUNISM
RACISM
FANATIC EXCLUSIVE
RELIGION
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Prescriptions for
Good Managerial Behavior
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Collaborative Leader
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• Is aware of effect he has on others. Conscious
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• Commands and grants respect and trust
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• Balanced view of Self
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• Is capable of performing all four PAEI roles and excels in at
least one. No zeros in the PAEI code
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• Knows and accepts other people’s strengths and weaknesses.
34

• Works well with different personalities and needs
34

• Is able to take feedback; Accept opinions of others in areas
where the others are stronger.
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• Not afraid of and can harness conflict
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• Creates a learning environment (MT & R)
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• Creates a learning environment (MT & R)
A Mature, Well-Balanced,
Respected and Trustworthy Individual
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Confident managers are self-reliant and make
their own judgments after listening to inputs from
people that compliment them.
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Confident managers are self-reliant and make
their own judgments after listening to inputs from
people that compliment them.
Their decisions are guided by internal

standards and values rather than trying to
please others.
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Self-actualized people are willing to
learn from anyone.
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learn from anyone.
They enter into fruitful exchange with

anyone they can learn from.
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learn from anyone.

They are also willing to ask questions that

others hesitate to ask.
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learn from anyone.


They do not fear blunders.
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learn from anyone.


They do not fear blunders.
They know their weakness and have

learned to be humble.
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“It is better to hire someone who IS,
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And teach him to KNOW,
37
than
37
than
Hire someone who KNOWS,
37
than
And teach him to BE”
37
than
And teach him to BE”
—Ichak Adizes
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“What counts in life
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Is NOT WHERE YOU ARE,
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but
38
but
Where are you COMING from
38
but
And where are you GOING to.”
38
but
And where are you GOING to.”
—Ichak Adizes
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“If you want to know who you are,
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Watch the impact you have on others.
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We are how we behave with others.”
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We are how we behave with others.”

—Ichak Adizes
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A leader is a person who builds a climate,
a system of shared vision and values that
encourages everyone to work together so
that no one is indispensable.
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Building your
Complementary Team
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How well will each team work out?
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1
Pøøø
øAøø
øøEø
øøøI
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1
Pøøø
øAøø
øøEø
øøøI
Impossible
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1 2
Pøøø PAEI
øAøø AEI
P
øøEø PA EI
øøøI PAE I
Impossible
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1 2
Pøøø PAEI
øAøø AEI
P
øøEø PA EI
øøøI PAE I
Impossible Difficult
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1 2 3
Pøøø PAEI PAEI
øAøø AEI
P AEI
P
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult
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1 2 3
Pøøø PAEI PAEI
øAøø AEI
P PAEI
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good
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1 2 3 4
Pøøø PAEI PAEI PAEI
øAøø AEI
P PAEI AEI
P
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good
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1 2 3 4
Pøøø PAEI PAEI PAEI
øAøø AEI
P PAEI PAEI
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good OK for

growing
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1 2 3 4 5
Pøøø PAEI PAEI PAEI AEI
P
øAøø AEI
P PAEI PAEI PAEI
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good OK for

growing
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1 2 3 4 5
Pøøø PAEI PAEI PAEI PAEI
øAøø AEI
P PAEI PAEI PAEI
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good OK for Depends,

growing could be
difficult
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1 2 3 4 5 6
Pøøø PAEI PAEI PAEI PAEI PAEI
øAøø AEI
P PAEI PAEI PAEI AEI
P
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good OK for Depends,

growing could be
difficult
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1 2 3 4 5 6
Pøøø PAEI PAEI PAEI PAEI PAEI
øAøø AEI
P
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good OK for Depends, Very High

growing could be Maint.
difficult
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1 2 3 4 5 6 7
Pøøø PAEI PAEI PAEI PAEI PAEI EI
PA
øAøø AEI
P PAEI
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good OK for Depends, Very High

difficult
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1 2 3 4 5 6 7
Pøøø PAEI PAEI PAEI PAEI PAEI EI
PA
øAøø AEI
P PAEI
øøEø PA EI PA EI
øøøI PAE I
Impossible Difficult Good OK for Depends, Very High Good

difficult
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43
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Change
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44
Change
Opporthreats
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Change
Opporthreats
Solve / Manage / Lead
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44
Change
Opporthreats
Decide
44
44
Change
Opporthreats
Decide Implement
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44
Change
Opporthreats
Decide Implement
PAEI
44
44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
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44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
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44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
44
44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
Destructive
44
44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
Constructive Destructive
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44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
MR
44
44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
MR
Synergy
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44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
MR
Synergy
Collaborate
44
44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
MR
Synergy
Collaborate
Co-Learn
44
44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
MR
Synergy
Collaborate
Co-Learn
Colleague
44
44
Change
Opporthreats
Decide Implement
PAEI
Complementary Team
Diversity of styles
Conflict
MR
Synergy
Collaborate
Co-Learn
Colleague
Mutual Respect 44
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PAEI in RESPECT
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Let an elder have my seat.
Open the door for the
person behind me.
Knock before I open a door.
PAEI in RESPECT
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Let an elder have my seat. Say please and thank you.
Open the door for the Say ‘yes sir or mam’ and ‘no sir’.
person behind me.
Say ‘excuse me.’
PAEI in RESPECT
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person behind me.
PAEI in RESPECT
“Love others like you love

yourself.”
—A jewish sage
45
person behind me.
PAEI in RESPECT
“Love others like you love "Recognize the sovereignty

yourself.” of the other person to be different"
—A jewish sage
— Immanuel Kant
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P
person behind me.
PAEI in RESPECT

—A jewish sage
— Immanuel Kant
45
P A
person behind me.
PAEI in RESPECT

—A jewish sage
— Immanuel Kant
45
P A
person behind me.
PAEI in RESPECT
I
yourself.”

—A jewish sage
"Recognize the sovereignty
of the other person to be different"
— Immanuel Kant
45
P A
person behind me.
PAEI in RESPECT
I
yourself.”

—A jewish sage
E
"Recognize the sovereignty
of the other person to be different"
— Immanuel Kant
45
For Mutual Respect
Adizes Rules for meetings
Always:
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For Mutual Respect
Always:
Start meetings on time
46
For Mutual Respect
Always:
Late comers agreed cash penalty, donated to needy, or push ups per minute
46
For Mutual Respect
Always:
End meetings on time
46
For Mutual Respect
Always:
Sit in semicircle, no empty chairs
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For Mutual Respect
Always:
No food, no coffee in the room
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For Mutual Respect
Always:
Must have breaks every 80 minutes
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For Mutual Respect
Always:
Hard rules:
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For Mutual Respect
Always:
Hard rules:
Pass the right to speak to the next person to the right with the hand up
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For Mutual Respect
Always:
Hard rules:
Call him/her by first name, regardless of title
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For Mutual Respect
Always:
Hard rules:
Those interrupting pay penalty cash or push up
46
For Mutual Respect
Always:
Hard rules:
Those interrupting pay penalty cash or push up
Integrator exempt
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CLINICAL PROGRAM
Leading Highly Effective Teams
Adizes Integrators Training
UPCOMING DATES
NEW DATES POSSIBLE WITH SUFFICIENT REGISTRANTS
• November 2nd - 12th - English - Registration Closed | FULLY BOOKED

• January 18th - 28th (during AM in America)- Spanish - Open for registration
• February 15th - 25th (during AM in Europe) - English - Open for registration
• February 15th - 25th (during AM in America) - English - Open for registration
• February 15th - 25th (during AM in Europe) - Russian - Open for registration
PREREQUISITES
• Complete the 6 week preparation program (Videos,
Lectures, Online Trainings, Readings and Homeworks)
• Take and Pass 2 Exams:
- Mastering Change
- Roles & Styles
https://adizes.com/integrators-training
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Summary
48
Summary
•What causes deadwood is change.
48
Summary
•Not all deadwood are dead.
48
Summary
•Ideal leader is not perfect.
48
Summary
•Has his/her weaknesses.
48
Summary
•Can manage conflict constructively.
48
Summary
•Can manage a complementary team.
48
Summary
•Needs (I)
48
Summary
•Needs (I)
•Not all complementary teams are good
48
Summary
•Needs (I)
•Need Mutual respect to convert potential
destructive conflict to be constructive
48
Summary
•Needs (I)
•Need Mutual respect to convert potential
destructive conflict to be constructive
•For Mutual Respect (I) we need threshold (pae)
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Q&A
Diwakar Ravichandran: Is it preferable to have equal
percentages of (PAEI) that make you rounded as a leader, or is
it possible in some way, by training of some sort to flip the
switch at will between (PAEI)?
49
Q&A
Priti Venkatesan (India): Does (EI) work best in leading a team

of educators in an educational institution?
49
Q&A
Priti Venkatesan (India): Does (EI) work best in leading a team

of educators in an educational institution?
Nikolay Kvasov: Is it true that when a manager goes up in

organizational hierarchy, he need to grow his (I) via training or
any other way in order to manage more people under him and
keep up with the politics around him? How can you describe
the dynamics of (PAEI) skills when a person climbs the ranks
up?
49
Q&A
Priti Venkatesan (India): Love starts with self. How can a person
love others if he doesn't love himself? I see people adapting
their behavior or doing things that they feel would make others
approve or appreciate them. Doesn't this behavior indicate that
they don't approve of themselves?
50
Q&A
Saloni Godbole: As change is inevitable, and one keeps evolving,

do the dominant personality types also change with time?
50
Q&A

Carlos Guerra: Is an (I) a good politician?
50
Q&A

Carlos Guerra: Is an (I) a good politician?
Whoopi Maria Carrascosa: What is the difference between

control of (P) (control of what happens) and control of
knowing what happens from (I), control of knowing what
happens (surrounded by advisors and informants)?
50
Q&A
Souvik Ghose Chaudhuri: Can you please identify a famous
(EIpa) personality?
51
Q&A
(EIpa) personality?
Luca Marcolini: I am following a family business where

everybody has a great (I) and they are conflicting way too
much… how to help them?
51
Q&A
(EIpa) personality?

Alexey Sokolov: Should we use (PAEI) as recruiting test for

company needs?
51
Q&A
(EIpa) personality?

Alexey Sokolov: Should we use (PAEI) as recruiting test for

company needs?
Jorge Nieto: How can you correct mismanaging styles when the
individual who lacks a letter or a zero in their code does not
realize it?
51
Q&A
Lorenz Wied-Baumgartner: How do you get clarity who is what
in a company?
52
Q&A
in a company?
Maria del Rocio Martin: Now, in COVID19 time, what should be

the ideal type to keep the organization alive during this crisis?
52
Q&A
in a company?

Prasanna Mandava: Can we build an organization with less (E)

style?
52
Q&A
in a company?


style?
Victor Moreno: Is it possible to rebuild trust that has been

broken in a relationship or company? If yes, how to do so?
52
Q&A
in a company?


style?
Victor Moreno: Is it possible to rebuild trust that has been

broken in a relationship or company? If yes, how to do so?
Nirupama Krishnan: Should a leader of an under developed

country be (PaEI)?
52
Q&A
Gonzalo Indacochea: How do styles perform in long term crisis
and virtual work? Which style is better to lead in crisis times?
What to do with long term organizational focus in crisis times?
53
Q&A
Osnat Gouri Oren: Dr. Adizes, you've mentioned the OD as a big

(I) type while the HR is more (A) than (I). Can you elaborate
more on this?
53
Q&A

more on this?
Michel Nader: Could you make an analogy between (PAEI) and

the system of the three branches, Executive, Legislative and
Judiciary, of a country?
53
Q&A

more on this?
Michel Nader: Could you make an analogy between (PAEI) and

the system of the three branches, Executive, Legislative and
Judiciary, of a country?
Maria Angela Frisancho: If someone goes through difficult

moments in their life and changes their personality and way of
being, they could not also change their style of thinking? for
example stop being (P) to become (I)
53
Q&A
Deeksha Hegde: Does an (I) culture usually lead to harmony in
the team or does it allow unresolved conflicts to fester because
nobody speaks their mind? How to avoid the latter?
54
Q&A
Viktor Chirkov: If the company has no (I) at all, what should it

do?
54
Q&A
Viktor Chirkov: If the company has no (I) at all, what should it

do?
Jovana Zugic: Being an (E), I can say a joke and say we are an
abbreviation from E(go). how can an (E) change? not the
decision, but himself! (I) changes easily, (A) also changes when
the need comes and (P) if the purpose dictates. (E), as i notice
struggles with this the most. He changes the decisions,
affiliation, points of view, but he overdoes it and can't change
himself to be more suiting to the organization. Again talking
about the archetype.
54
Q&A
Natalia Sinkova: What can I do in communication with (E)
owner if he says that delegate decision-making to me, but at
the same moment wants to pass everything through himself?
55
Q&A
Merav Choset: You mentioned you are (AE) - when (A) is silent
it means he disagrees, while when (E) is silent it means he
agrees. How can we tell when (AE) is silent what does it mean?
55
Q&A
Satbir Bakshi: For rejuvenation of an aging organization what

other than (I) is needed to head the organization. My guess is
(pE).
55
Q&A
Satbir Bakshi: For rejuvenation of an aging organization what

other than (I) is needed to head the organization. My guess is
(pE).
Liudmila Vladova: How should the (PE) type behave in the (I)
environment?
55
Q&A
Alvaro Marin: You explained the assets and liabilities of each
style based on the presence or absence of the other three
styles and that 0 in any of them means abnormality. I wish to
hear your views from an ethical perspective.
What for is a big or a small (I) for example. Can you be an
undesirable/toxic leader being a well rounded person from the
(PAEI) style perspective? Can you manipulate people using the
(PAEI) style and not being authentic dealing with people?
56
Q&A
Alvaro Marin: You explained the assets and liabilities of each
style based on the presence or absence of the other three
styles and that 0 in any of them means abnormality. I wish to
hear your views from an ethical perspective.
What for is a big or a small (I) for example. Can you be an
undesirable/toxic leader being a well rounded person from the
(PAEI) style perspective? Can you manipulate people using the
(PAEI) style and not being authentic dealing with people?
Liudmila Vladova: How should type (PE) behave in an

environment AND which is not interested in the result, but in
the process?
56
Q&A
Nina Wiener: Working from home as many white collar people
are doing during the pandemic has not been a challenge for
me: I have experience in my field, in my company, and with my
coworkers. But with this new way of working, how do we
cultivate the next generation? I'm talking about interns and
entry level assistants, who learn in part by doing, but also
through absorbing everything going on around them in the
workplace? How can they be sponges if there’s no physical
workplace, no opportunity to soak up the water in the room?
57
Q&A
Ivan Vučetić: How to manage an (E) style submissive people? I

am an (Pei) style. And how to work if your boss is an (E) style?
57
Q&A
Ivan Vučetić: How to manage an (E) style submissive people? I

am an (Pei) style. And how to work if your boss is an (E) style?
Dapo Keshinro: (PAEI) is manifested depending on the

circumstances. The key is then to be able to seamlessly switch
into the required form whenever the situation arises. How is
this done?
57
Q&A
Priti Venkatesan: Understanding of 'Should' is influenced by
experience and exposure. Is it the lack of experience or a very
strong sense of want that drives people to take unethical or
immoral decisions?
58
Q&A
immoral decisions?
Jovana Zugic: Accepting the current state in order to be able to

change it, in my opinion gets you in a passive state, makes you
a bit lethargic. Should we not start with WANT and then go
back to WHAT IS and how to change it?
58
Q&A
immoral decisions?

Konstantin Chentsov: How can you characterize the

combination of (PAeI). What kind of person/manager is this?
58
Q&A
immoral decisions?

Konstantin Chentsov: How can you characterize the

combination of (PAeI). What kind of person/manager is this?
Jovana Zugic: What is the optimal percentage of (P, A, E, I)

within employees of the company? Not too many (E)s or (I)s
but what about others?
58
Assignments
• Identify in the literature, in Media or at work
Deadwood Style.
• Identify advantages and Disadvantages of this
style from your experience.
• Share your DISagreements.
• Dr. Adizes TopLeaF Videos available from
Adizes Institute Bookstore (adizesbooks.com)
- What is Management
- The Ideal Executive
- Deadwood
• Additional Reading: Dr. Adizes Blogs:
Insights June 2005: The Importance of Being
Genuine and What is Wrong with Trying
http://www.adizes.com/insights35/01.htm
• Read "Management/Mismanagements Styles”
from 169 to 195
https://adizes.training/assignments-and-surveys/59
© Ichak Adizes, Ph.D., 2020
For more from
ADIZES
Leadership Training https://adizes.training/
Bookstore https://adizesbooks.com
Institute Website https://adizes.com
TopLeaF videos https://adizesbooks.page.link/vod
Dr. Adizes Blog https://ichakadizes.com
Dr. Adizes YouTube Channel

https://www.youtube.com/c/drichakadizes-channel
60
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(P) style
61

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Which style would ask the following questions when

Which style would ask the following questions when

• Why are you doing this?

Which style would ask the following questions when

• Why are you doing this? (E)

Which style would ask the following questions when

• Why are you doing this? (E)

Which style would ask the following questions when

• Why are you doing this? (E)

Which style would ask the following questions when

• Why are you doing this? (E)

Which style would ask the following questions when

• Why are you doing this? (E)

Which style would ask the following questions when

• Why are you doing this? (E)

Which style would ask the following questions when

• Why are you doing this? (E)

Which style would ask the following questions when

• Why are you doing this? (E)

Which style would ask the following questions when

• Why are you doing this? (E)

Two toddlers fighting over a xylophone

Two toddlers fighting over a xylophone

PAEI Behavior in a meeting

Two toddlers fighting over a xylophone

PAEI Behavior in a meeting

Styles of soccer players

Two toddlers fighting over a xylophone

PAEI Behavior in a meeting

Styles of soccer players

In the next video what is the style of the

1. Creates vision 1. Brings order to complexity

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• Who works for Deadwood?

• What causes Deadwood?

And what to do with a Deadwood?

And what to do with a Deadwood?

What to do with people who have many years in the

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

Management Roles Output

• Organized Efficient and Systematized

• Organized Efficient and Systematized

• With Strategic Outlook, Risk Taker,

• Organized Efficient and Systematized