Corporations on the Couch

Lynn Friedman, Ph.D., Psychoanalyst, Clinical Psychologist and Executive Coach

A monthly column published in the Washington Business Journal

Coping mechanisms at work: More harm than good?

You're a senior corporate leader, and you've recently hired Diana as your newest vice president. Her credentials are superb, her technical skills are excellent and, better yet, she's very personable. But at every turn Diana seems to sabotage herself. For example, she'll generate a compelling report but forget to spell-check it. She'll give a solid presentation, but show up dressed inappropriately. Or she'll alienate a key subordinate just when she needs that person's support. You're no stranger to organizational dynamics, so you've taken a hard look at the role that the organization might play in Diana's difficulties. You are, however, unable to identify systemic explanations for her behavior. When you talk with Diana about her difficulties, she readily acknowledges them, sometimes becomes tearful and promises to try harder. But there's a helpless quality to her voice, and you sense that she's at the mercy of forces beyond her control. You wonder what's going on. How can you understand her self-sabotage and help her to address it? Coping mechanisms at work: More harm than good? (Continued on the Washington Business Journal website.)

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