These case studies reveal how business situations can conflict with an executive’s coping style, diminishing his effectiveness.

We provide excerpts from Active Coping Assessments of four executives within the same company.

This public company was founded by private investors to exploit opportunities in a rapidly consolidating industry whose competitive environment is not likely to soon settle down. The company has few managers and little in the way of procedure in its operations.

The first case describes the psychological functioning of Mark, the CEO. He was exceptionally capable at building the business in its earlier stages, but now is unable to relinquish control over operations in order to focus on strategy. As a result, the company is foundering.

Brian, Peter, and Mauricio are vice presidents in charge of financial operations in different parts of the world. Their required behaviors and accountabilities are identical, and they display many of the qualities that we associate with effective, A level business leaders. All are active copers, but each is quite different psychologically. Brian and Peter warrant grooming as potential future chief executives. Mauricio is very capable at his job, but has deep-rooted psychological issues difficult to address in a workplace setting. His growth and maturity will come through long-term psychotherapy. Barring a major personal crisis, however, it is unlikely he will see the need.