Psychological Autonomy in Business

Leslie S. Pratch

Leslie S. Pratch

The president and CEO of Pratch & Company in New Canaan, Connecticut, Leslie S. Pratch capitalizes on her decades of experience as a clinical psychologist to assess and/or coach corporate executives and candidates for senior administrative positions. In Good on Paper, her comprehensive study of business psychology, Leslie S. Pratch defines and explains the importance of psychological autonomy.

Loosely defined as an inherent or learned freedom to choose, psychological autonomy involves the ability to disregard immediate professional and personal pressures when weighing the essential value or lack of value in any given business situation. This can be tremendously difficult to accomplish in the face of ongoing demands of company superiors, board members, customers, suppliers, the media, and/or the general public.

Psychological autonomy requires both substantial self-awareness and an equally perceptive awareness of others. First and foremost, one must be fully aware of both the internal and external influences that might interfere with his or her ability to make critical decisions. Then, the person must learn to assess these influences in terms of overall legitimacy and significance. Finally, individuals must learn to eliminate any unworthy influences from the decision-making process.

The Skills of a Successful Business Leader

Looks Good on Paper pic

Looks Good on Paper
Image: amazon.com

Leslie S. Pratch, PhD, MBA, has worked in the field of psychology for more than 20 years. The founder and president of Pratch & Company, Dr. Leslie S. Pratch helps stakeholders of privately held and public companies determine if executive leadership candidates demonstrate the personality traits and psychological resources necessary for success within a business.

In 2014, Dr. Leslie Pratch wrote Looks Good on Paper?: Using In-Depth Personality Assessment to Predict Leadership Performance.

Some of the information discussed in her book was featured in an Investor’s Business Daily article outlining the qualities experts have identified in the most successful business leaders. To experience success, aspiring CEOs must have the ability to do the following:

Take aim. Formulating realistic and specific goals will help individuals clearly identify and ultimately reach their business ambitions.

Strive for the top. Dr. Pratch reminds executives to strive for successes that are the most meaningful, those that best align with personal values and ideals. The means by which confidence is won in business entails setting achievable goals that force personal and career growth.

Prepare for difficulties. Business leaders require the ability to deal with resistance from outside forces. A strong leader ensures each and every goal incorporates tactics for addressing setbacks and roadblocks.

Active Coping – an Attribute of Successful Executives

Leslie S. Pratch - Blue    A clinical psychologist and graduate of Northwestern University’s Feinberg School of Medicine, Dr. Leslie S. Pratch, PhD, evaluates candidates to determine their ability to perform well as business executives. Dr. Leslie Pratch is also the author of the book LOOKS GOOD ON PAPER? Using In-Depth Personality Assessment to Predict Leadership Performance (Columbia Business School Publishing, 2014).

In LOOKS GOOD ON PAPER?, Dr. Pratch discusses a key leadership attribute called active coping. She gives several examples of this quality, including the following: “When a person always seems prepared, and quickly recovers from any setback, that is active coping. When a person earns the trust of his friends and colleagues by refusing to take unfair advantage of others, and refuses to let others take advantage of him, that is active coping. When a person has the vision and self-confidence to rise above the ‘business as usual’ when necessary, that is active coping.”

She goes on to define this leadership attribute as follows: “To many, the word ‘cope’ has connotations of barely scraping by. I use it quite differently, to refer to a sense of mastery, an orientation to life. Individuals can learn to master themselves and the circumstances that surround them, taking an active coping stance toward the world. Or they can be passive copers, allowing themselves to be defined by their circumstances and enslaved by their personal needs. When circumstances change unpredictably, an individual’s latent weaknesses – or untested strengths – emerge.”

Seven Traits and Skills Related to Active Coping

Looks Good on Paper pic

Looks Good on Paper
Image: amazon.com

Dr. Leslie S. Pratch holds a PhD in clinical psychology from the Northwestern University Feinberg School of Medicine. With more than 20 years of experience evaluating executive candidates, Dr. Leslie S. Pratch is the author of the book LOOKS GOOD ON PAPER? Using In-Depth Personality Assessment to Predict Leadership Performance (Columbia Business School Publishing, 2014).

In LOOKS GOOD ON PAPER? Dr. Leslie Pratch describes a concept called “active coping,” which is often predictive of effective leadership:

“Active coping is an attribute of a healthy personality structure. That means that the ‘activity’ is not always overt and observable; sometimes it takes place internally, in decisions made, visions developed, conflicting drives resolved. An active coping stance, however, often gives rise to certain observable traits and skills. These include:

Awareness. Active copers are able to see reality, including their own needs, capabilities, and limitations.

Courage. Active copers are brave. They seek out new experiences; they are not intimidated by challenges.

Resiliency, toughness, and the ability to learn from experience. Active copers, like all humans, make mistakes. Life is too complicated to anticipate every possible contingency. After a setback, active copers regroup and recover.

Energy, fortitude, and the willingness to persevere. Active copers summon their energy and continue to move forward even under the most trying circumstances.

Resourcefulness. Active copers invent solutions to problems by creatively pulling together the resources they have at hand.

Decisiveness. Active coping gives a person the fortitude to handle conflicts among competing goals. Making a choice means giving up an alternative. Active copers face that loss and move on.

Executing a Plan. Active coping involves planning. Active copers anticipate, strategize, and weigh the risks of potential actions. Then they act. Active coping combines introspection and action.”

Dr. Leslie S. Pratch on Active Coping

Leslie S Pratch pic

Leslie S Pratch
Image: pratchco.com

A graduate of Northwestern University, Dr. Leslie S. Pratch received her PhD in clinical psychology, then went on to earn an MBA from the University of Chicago’s Booth School of Business. She leverages her expertise to conduct personality assessments that help businesses find executives that will achieve positive results for their employer. Dr. Leslie S. Pratch shares her knowledge in her book entitled LOOKS GOOD ON PAPER? Using In-Depth Personality Assessment to Predict Leadership Performance (Columbia Business School Publishing, 2014), in which she explains the skill of active coping.

Although the resumes of some candidates may seem ideal, factors besides past experience are important when predicting success among already high-achieving executives. Chief among these is active coping. Dr. Pratch describes this quality as follows: “Even if you have never heard the term before, you know it when you see it. When a person always seems prepared, and quickly recovers from any setback, that is active coping.”

In her book, Dr. Pratch goes on to explain how she uses this term: “To many, the word ‘cope’ has connotations of barely scraping by. I use it quite differently, to refer to a sense of mastery, an orientation to life. Individuals can learn to master themselves and the circumstances that surround them, taking an active coping stance toward the world.” As part of the developmental assessment model in this book, active coping can help businesses predict which candidates are likely to thrive when tested, and successfully lead their organizations.

Four Personality Assumptions Used in Assessing Coping Stance

 

Looks Good on Paper pic

Looks Good on Paper
Image: amazon.com

A licensed clinical psychologist, Leslie S. Pratch leads Pratch & Company, a consulting firm that assesses the personality and overall functioning of business executives to predict their future performance as business leaders using its Active Coping Assessment system. In her book, LOOKS GOOD ON PAPER? Using In-Depth Personality Assessment to Predict Leadership Performance (Columbia University Press, 2014), Leslie S. Pratch examines the four assumptions her coping assessments make regarding personality.

1. Personality is a theoretical constructs, not a concrete object. Even so, the complexity of a personality can still be assessed scientifically.

2. Using the correct methodology and training, it is possible to predict the effects that personality has on decision-making.

3. Though some aspects of a personality can be changed with concerted effort, the degree to which such changes are possible is limited. Personalities act as a function of a person’s individual history, with childhood playing a particularly foundational role. This restricts the extent to which a personality can be reshaped.

4. A personality operates on the unconscious, semi-conscious, and conscious levels, each of which affects how a person feels, thinks, and acts.

The Four Interconnecting Elements of the Active Coping Stance

Looks Good on Paper pic

Looks Good on Paper
Image: amazon.com

A licensed clinical psychologist, Leslie S. Pratch serves as the president and CEO of Pratch & Company, which utilizes the Active Coping Assessment System to prepare business leaders for assuming higher levels of responsibility within their organizations. Leslie S. Pratch is the author of LOOKS GOOD ON PAPER? Using In-Depth Personality Assessment to Predict Leadership Performance (Columbia Business School Publishing, 2014), in which she explores the four interconnected elements of the Active Coping stance. These are as follows:

1. Integrity. This element relates to a person’s core values and that individual’s ability to uphold those values through consistency of action.

2. Psychological autonomy. This is defined as one’s ability to resist giving in to external pressures, internal desires, or personal fears.

3. Integrative capacity. This refers to a person’s capacity to absorb information and use it to learn. Integrative capacity means developing tolerance, awareness and comprehension, both of oneself and the wider world.

4. Catalytic coping. The final element measures one’s ability to confront problems, generate solutions to them, and put those solutions into practice.

Leslie S Pratch pic

Pratch and Company – Coaching and Mentoring

 

Leslie S Pratch pic

Leslie S Pratch
Image: pratchco.com

As the president and CEO of Pratch & Company, Leslie S. Pratch oversees the day-to-day operations of this professional service firm, serving as a psychological advisor to private equity businesses. With nearly 20 years of experience in clinical psychology, Leslie S. Pratch directs Pratch & Company in providing programs such as coaching and mentoring for professional firms.

The coaching and mentoring program of Pratch & Company assists executives who are coming up through the company ranks in improving their performance levels, and teaches the skills that are needed for advancement within companies. Coaching and mentoring is provided by a network of experienced CEOs who desire to help create new talent in various industries.

Coaching and mentoring starts by using Pratch & Company’s Active Coping Assessment program to evaluate an executive’s ability to adapt his or her personality to the requirements of the position desired. The coaching and mentoring program helps potential executives create a plan to prepare for an executive position.

Leslie S. Pratch

Book Examines Coping Styles of Real-World Leaders

Leslie S. Pratch

Leslie S. Pratch

Leslie S. Pratch, a licensed clinical psychologist, is the author of LOOKS GOOD ON PAPER? Using In-Depth Personality Assessment to Predict Leadership Performance, a book published by Columbia Business School Publishing in 2014. In the book, Leslie S. Pratch examines real-world leaders to gain insight into their coping styles. These leaders include President Abraham Lincoln and General Ulysses S. Grant, both of whom Leslie Pratch discusses in this excerpt:

“Lincoln didn’t have the option to assess his generals using clinical psychological methods; he had to make choices knowing their overt strengths and weaknesses, but not their covert, unconscious tolerance for stress. Using current methods to uncover his generals’ coping structures, he might have gotten a more accurate picture of how they would handle the trauma of war. A thorough assessment would likely have caught McClellan’s hesitation to act under pressure, and Grant’s underlying determination to push through against all odds. Although Grant was not an active coper in many situations, such as leading the country during peacetime, he was the right leader for the particular situation that had nearly destroyed the Union. His particular coping style made him the right military leader during wartime.”

To read additional excerpts from LOOKS GOOD ON PAPER?, log on to www.pratchco.com/publications/looks-good-on-paper. Readers can also purchase a copy of the book at www.amazon.com/dp/0231168365/ref=rdr_ext_tmb.

Looks Good on Paper pic

Four Domains to Assess in a Potential Portfolio Company Manager

Looks Good on Paper pic

Looks Good on Paper
Image: amazon.com

A graduate of Northwestern University with a PhD in clinical psychology, Dr. Leslie S. Pratch is the founder and CEO of Pratch & Company. Over the course of her career, she has assessed candidates for top leadership positions and has written extensively on the qualities that make executives successful. In May of 2015, Dr. Leslie S. Pratch published an article on this subject titled What Do You Look for in a Senior Executive?

In the article, Dr. Leslie Pratch outlines four domains to assess when considering a potential portfolio company manager: judgment, influence, management, and personality. The article defines the judgment domain as follows: “Judgment includes all of the technical, professional/intellectual and creative capabilities that let people make sense of the world around them — to see the forest for the trees; analyze complex data; break problems down into their component parts; reach logical conclusions; and generate alternative and new solutions so that they can understand, assess, and determine what needs to be done.”

The article describes the influence domain in the following way: “Influence includes the communications, interpersonal, persuasion, and political competencies that allow someone to work effectively with clients and colleagues: to explain, persuade, sell, cajole, network, negotiate, and lobby so that they can successfully influence others and gain their support to get things done. Influence involves gaining support while lacking formal authority.”

Dr. Pratch goes on to describe what to look for in the management domain: “Management covers project and people management — planning, organizing, scheduling, monitoring, and controlling work; developing, counseling, and directing people; building teams and resolving conflicts so as to ensure services are delivered, results are produced, and projects are completed on time.”

Lastly, the article discusses the personality domain as follows: “Personality includes personal traits and tendencies such as drive, self-confidence, decisiveness, tenacity, flexibility, and resilience. All of these enable individuals to meet and overcome the stresses, challenges, conflicts, and obstacles that may affect performance in the other three domains.”

By evaluating potential leaders for the competencies within these domains, portfolio companies have a better chance of putting the right leaders in place.