Case 04: When a New Manager
Stumbles, whos at fault?
Main Points
Characters
Christopher Woodbone (CEO)
Gloria Ludlow
Paul Mackinley
(Manager, Minneapolis Branch)
(Regional Director)
Rafferty Goldstone
(Manager, Framingham Branch)
Juba Puckett
Tony Skrow
Bill Durkee
(Sales Reps)
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Jim Slake
(Head HR)
Case 04: When a New Manager
Stumbles, whos at fault?
Main Points
Goldstone
-Promoted to Manager at Framingham, Massachusetts Branch (6 months)
Best Reps are Leaving
Barely Meeting Quota
Time Management Issues
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Managerial Effectiveness
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Technical Expertise
Specialized Knowledge
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p
Sales Re
Top 3 Sales Rep
$300 000 Yearly Average
Manag
er
Struggling with new products (PSA)
Flooded with paperwork
Cant answer questions in meetings
Technical Expertise
Specialized Knowledge
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Human Skills
Interacting Effectively with People
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Motivation
Human Skills
Interacting Effectively with People
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Authority and Respect
-sales reps
-employee surveys
Human Skills
Interacting Effectively with People
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Big Picture
Prioritizing
Strategic Skills
Conceptualizing and Planning
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Barely meeting quota
Losing people
Late paperwork
Performance
Results of the Branch
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Goal Setting
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Goal Setting
Gloria Ludlow
You can do whatever you want,
but youll be held accountable
You sell Woodbones policy,
you hit quota
Your reps are your problem,
your quotas are mine
Gloria Ludlow
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Goal Setting
Rafferty Goldstone
She set quota.
She had her own agenda
Rafferty Goldstone
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Goal Setting
How?
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Goal Setting
What Theory?
M.B.O
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Goal Setting
Goal Fundamentals
Goals must be:
Tangible
Verifiable
Measurable
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Goal Setting
4 Ingredients of M.B.O
Goal specificity
Explicit time period
Participative decision making
Performance feedback
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Goal Setting
Goal Fundamentals
SMAR T
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Management Development
Process
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Management
Development Process
Definition
The process from which managers learn and
improve their skills not only to benefit themselves
but also their employing organizations.
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Management
Development Process
Systems Thinking
A system is made up of
both the component
parties and the nature
of the relationship they
have formed.
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Management
Development Process
Observations from the Case
Management policies and ideas were only told,
instead of being shown
No coaching on a personal level
No motivation for senior managers to train goldstone
Poor feedback mechanism
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Management
Development Process
Bulwarks MDP
Sink or Swim
No Smooth Transition
No Job Fitting
Not Promoting Helpful Attitudes
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Management
Development Process
Improvements
Stage
Improvements
Selection
technical skills good manager
provide managerial opportunities (Enactive Mastery)
other forms of career advancement
Training
on-job training with mentoring (Vicarious Modelling)
feedback
clear communication of job expectations
early evaluation against defined expectations
On the Job reward/correct behavior to enhance performance
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SUGGESTIONS
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Suggestions
Goldstone
Quit?
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Suggestions
Goldstone
1. Deal with LudLow
Admit he is at a loss
Build a performance plan with Ludlow, stating clear
expectations and dates
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Suggestions
Goldstone
2. Quickly Secure Sales Reps
Communicate corporate objectives (mutual benefit)
Dont micromanage
Change impressions (compliance vs cooperation)
Encourage sales reps to practice helpful behavior
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Suggestions
Goldstone
3. Seek help
Take advantage of Durkees product expertise
Get more advice from Mackinley / Slake
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Suggestions
Bulwark
[Link] Senior Managers Accountable
Compensation scheme
Incentive to ensure managers perform well
Avoid shirking of responsibility
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Suggestions
Bulwark
[Link] Sensitive to Employees
Do not focus solely on bottom-lines
Make sure employees understand that they play a part
Revise criteria for managerial positions
Be mindful about context
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Q&A
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Management by Objectives (MBO)
Goals must be:
Tangible
Verifiable
Measurable
Important:
Goal Specifivity
Participative decision making
explicit time period
performance feedback
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