Question

CASE STUDY

Jim Smith had finally reached the big decision. He had been considering it for some time, but after a number of sleepless nights, and discussions with his family, he had decided on a retirement date.

Jim was Vic-President of Sales and Marketing for Safeco Inc. Safeco produced, marketed and sold Health and Safety Prevention promotional material.

Jim had worked for Safeco for 26 years. He was fiercely loyal to the organization and wanted to make sure that he would leave things in good hands when he left. For this reason, he decided on his retirement date two years in advance. This would give him the time to make sure that someone was ready to step into his shoes.

The organization fully supported a “promote from within” approach wherever possible. The powers that be would certainly support any initiative that Jim would want to use to groom his successor.

This brings us to Denise Hall. Denise is a bright, energetic, creative individual. She currently reports to Jim, and holds the position of Director of Marketing. There is no question about two things:

1. Denise would love the opportunity to move up and succeed Jim, and

2. Denise has the potential to do just that.

Denise possesses the formal educational qualifications to be able to step into the Vice President position. She has her M.B.A.. There are no concerns about her technical skills (e.g. computer) and she understands both Sales and Marketing. Prior to working for Safeco in marketing, she held managerial positions in sales for a leading competitor.

Denise currently has four managers reporting directly to her. Those four managers each have a staff of ten.

It should be pointed out that the senior management team (Denise’s peers and above) are very cooperative and often assist with each others’ skill development. It is part of the organization’s culture. They have all bought into the “collective good” value and do operate from the perspective of “what’s good for the team”.

Here is some of the senior management team surrounding Denise at Safeco.

Jim Smith – we’ve already discussed Jim to some extent. In addition to what has already been stated, Jim is a solid all around performer. He is very “politically astute”. He reads people, problems, and situations very well. He is a lifelong learner and has never rested on his laurels. It’s hard to imagine someone more respected at all levels of an organization than Jim Smith. He seldom gets upset (at least he doesn’t show it), and he provides excellent leadership to his department. He has forged solid relationships with all of the other people noted here. Among the people that admire Jim’s abilities the most is Denise Hall.

Valerie Small – Valerie is Jim’s supervisor, and President of Safeco Inc. Valerie has been president for seven years, and is successful in her role. She makes tough decisions when tough decisions are needed. She works well with her team of Vice-Presidents. It would be a mistake to categorize Valerie as a “people person”, she tends to be hard nosed as opposed to empathetic. To her credit, however, she knows this about herself and relies on advice from people like Jim Smith for the “people side” of issues.

Harry Grummet – Harry is Vice-President of Production. Harry is a true leader. He succeeds through effective leadership of his staff. Jim Smith has often mentioned that he marvels at Harry’s ability to have productive meeting with his key subordinates, and through effective leadership techniques, motivate them to come up with creative resolutions to problems, and implement new initiatives. Harry supports the team by providing appropriate recognition and by going to bat for them.

June Nunes – June is Safeco’s Vice President of Finance. June, while not known for her people skills, is a financial wizard. She understands the financial matters of the organization inside out and backwards. She appreciates the opportunity to get others on board with the need to pay close attention to their respective financial budgets and obligations.

George Hughes –George is the Vice President of Research and Development. Here is the one weak relationship link. George and Denise simply do not see eye to eye on a number of issues. While they muddle through, there always appears to be some tension between them. George is skilled at what he does. One area at which he excels is presentation skills. No one can sell a new concept, and secure the necessary funding along the way, better than George.

Jim Smith truly believes that Denise Hall can be successfully developed as his replacement. He admires her many positive skills and characteristics. She is performing remarkably well in her current position. However, Jim is not naive. He understands that for Denise to be just as successful as his replacement, she needs further skill development. Here are some of his observations.

1. He doesn’t have solid proof or evidence, but he has a “gut feel” about a few things:

• He thinks that Denise can at times lack appropriate self-control when she takes matters back from senior staff meetings. He’s heard that, on occasion, she will go back to her office and be visibly stressed, even to the point of being short with some of her staff.

• Sometimes, depending on her mood, Jim gets the sense that Denise abandons her effective leadership style and moves into a “do it my way” approach with staff. Sometimes her staff doesn’t respond in the manner that Denise is looking for, resulting in frustration from both sides.

• When change is needed in Denise’s area, she sees that the change happens, but he’s concerned that sometimes her staff are being pulled through the change, rather than buying in.

2. Jim is comfortable with Denise’s skills for the position that she is currently in, however she does come to him with a fair number of financial questions, and wonders what she will do when he’s not there to help her out.

3. Similarly, Denise will be expected, as Vice-President of Sales and Marketing to make annual presentations to the shareholders meeting. She makes presentations now, but is she ready for what can sometimes by a rough ride at those meetings. The success of those presentations goes along way to budget support.

4. Jim has a good sense that Denise’s immediate reports, current peers, and current Vice-Presidents would all support her moving into his position. He’s not entirely sure about how she is perceived by the thirty staff that report to her managers (the front line staff). Nor is Jim sure how Denise is perceived by Valerie Small.

Jim Smith decides to construct a development plan for Denise. He knows he needs to consider:

• What are the primary issues that must be addressed through the development plan?
• Identification of possible Emotional Intelligence development needs.
• Identification of possible formal learning opportunities
• Identification of possible informal learning opportunities

Provide a one page outline of what the plan should include based on the above noted points.

Answer 1

Answer:

Primary issues that must be addressed through the development plan are:

1. Denise can at times lack appropriate self-control when she takes matters back from senior staff meetings as she becomes stressed after meeting.

2. Sometimes, depending on her mood, Jim gets the sense that Denise abandons her effective leadership style and moves into a “do it my way” approach with staff.

3. Sometimes Denise’s staff doesn’t respond in the manner that Denise is looking for, resulting in frustration from both sides.

4. When change is needed in Denise’s area, she sees that the change happens, but sometimes her staff are being pulled through the change, rather than buying in.

5. Denise does come to Jim with a fair number of financial questions, and wonders what she will do when he’s not there to help her out.

Emotional intelligence development needs:

After coming out of meeting Denise often loses her temper on her staff because she becomes stressed. She is often seen to abandon her leadership style depending on her mood and forces her staff to perform the task in her way rather than listening to the point of her staff. This creates a conflict between her and her staff. Thus, there is a need for emotional intelligence development where Denise is required to learn how to handle her mood during the work time and how to take the conclusion of the meetings rather than getting stressed and charging up on the employees.

Formal learning opportunities:

Denise implements the change in the system but she is unable to convince her staff and she is required to pull the staff in the change rather than bringing them in by their own consent. Thus, Denise needs to learn the formal method to disseminate the information of change among her staff and that she needs to learn how to include her staff while making the decision for change. Moreover, Denise is seemed to be weak in certain financial calculations. Hence, she needs to take formal training for performing the critical financial calculations for the business. Denise is also required to learn how to handle the rough situation while presenting on the business case.

Informal learning opportunities:

Denise seems to have some tension with George. They never see each other eye to eye for number of issues. Thus, Denise is required to learn informal techniques on how to deal with the staff to whom she does not like.