Chapter 2: The Controller

Overview

Have you ever called someone a ˜ ˜control freak ? Has anyone ever called you one? For some of us the desire to control is an intermittent behavior pattern. For others, it s what defines us. Certainly our workplaces and homes have their fair share of this personality type.

Being a controlling type of person is not necessarily a bad thing. Controllers, if they know what they are doing, tend to get good things done. As a matter of fact, the tendency to control is often what gets a person promoted into positions of greater authority. Controllers tend to be deliberate and assertive in their approach, which often is recognized as bringing value to an organization.

But there are several downsides to the controller s behavior. Controllers face significant stress when they can t actually get the control they seek. For example, they may be surrounded by people who, at least in their perception, can t do what must be done. Or, they may have so much going on that they can t quite get control. Just watch controllers when their company is reorganized or changes hands. They need control, can t get it, and suddenly find themselves stymied. Frustrated controllers can get pretty wound up. Conflict, either out in the open , behind closed doors, or inside their hearts and minds, is the inevitable result.

In this chapter we look at how controllers behave, what problems they create, what s behind the urge to control, and how they can get control of control.