The Empty Suit combination consist of high Ambition (HPI), Sociability (HPI), Interpersonal Sensitivity (HPI), Cautious (HDS) and low Power (MVPI). We describe this combination as very agenda driven with a strong social side that allows them to build and maintain relationships. They push hard for results and are often seen as leader-like. As such, they are often promoted into leadership roles based on these tendencies. The biggest misconception about this combination, and why we call it the empty suit, is that while we describe these individuals as leader-like, and thus provide them opportunities to move into leadership roles, they may not actually desire to be in leader role or potentially manage others. They are more likely to enjoy working hard and putting effort into contributing to team efforts versus managing others.
When thinking about how to coach this combination, especially if it’s an individual contributor who is up for a leadership role, the coaching will focus on diving deeper into what drives the individual from a motivation standpoint to find alignment. To help them do this, you will first need to have them Start thinking about what they value and seek out in a job and/or environment. Does it align with their current role or the role that they are going to step into? Values-based assessment tools, like the MVPI, could be used to facilitate this conversation. After reviewing their MVPI, have the individual put their values and drivers in a priorities wheel. Check for alignment. For those that are misaligned, determine whether the misalignment is with their job, the job they will be moving into or an environmental factor. Then discuss next steps as to how they are going to obtain those values either inside or outside of work.
Given what we know about this combination, one thing these individuals will need to Stop doing is taking on leadership roles that are not of interest to them. There is always the classic case of the individual contributor who does extremely well, showcases these leader-like tendencies and as a result, gets promoted into a leadership role where they will manage direct reports. Since they have a tendency to be more ambitious and they may rely heavily on their ability to meet people and network, we often make the mistake of assuming they want to be in a leadership role. They appear to be good with people and certainly challenge others to set the bar high. As such, when asked to move up and manage others, they likely will jump at the chance for a new “challenge”. However, while eager to take on this new challenge, they don’t realise that they may run the risk of being dissatisfied after several months. The coaching tip for this situation is before they commit to any new role or opportunity, have them step back and evaluate whether it fits into their values using the exercise (priorities wheel) from above. What will they be willing to give up and how much of a loss would that be from a motivation standpoint? This is where the coach needs to be very honest with the client around the idea of in the long term what does the coachee want/need in order to be satisfied and will those needs be met in this new role or opportunity?
Lastly, this combination suggests that these individuals are driven to succeed, push hard for results and are very relationship oriented. As such, they should Continue to challenge themselves to succeed and build and maintain relationships by exercising their social style. As a coach, encourage them to look for opportunities that will allow them to challenge themselves. Help them determine how they can effectively manage their drive and results-orientation to influence and motivate others to get things done.
