Leadership and management case study assignment. Files attached

Leadership and management case study assignment. Files attached
Case Study Assignment & Instructions Please analyze the case Leader as a Coach A. You need to follow the rubric given in the Turnitin assignment above and use the resource materials and the following questions in your analysis. What happened to Kiera? Using course concepts, explain why she ended up in the hospital.  Was Kiera coachable? How do you know?  How could Rudy have taken a better approach to Kiera’s first ten months?  What should Rudy have done when he met with Kiera after her medical leave?  When is it better to use an outside coach than a leader as a coach?  What can Kiera do to improve communications and her relationship with Rudy?  Kiera wants to avoid burnout and going back to the hospital, but she also has a lot of work to finish. What should she do?  Davidson, Martin N. “Feedback.” Technical Note OB-0746. (Darden Business Publishing, 2001). Gabarro, John J., and John P. Kotter. “Managing Your Boss.” Harvard Business Review (January 2005). Hill, Linda A. “Becoming the Boss.” Harvard Business Review (January 2007). Maccoby, Michael. “Te 4 R’s of Motivation.” Research Technology Management 53, no. 4 (July– August 2010): 60–61. Rodgers, James O. Managing Diferently: Getting 100% from 100% of Your People 100% of the Time. Winchester, VA: Oakhill Press, 2004. Scott, Susan. Fierce Conversations, New York: Berkley, 2004. Stone, Douglas, Bruce Patton, and Sheila Heen. Difcult Conversations. New York: Penguin Books, 2000. Turk, Wayne. “The Art of Managing Up.” Defense AT&L 36, no. 2 (March–April 2007). Wiseman, Liz, and Greg McKeown. “Bringing Out the Best in Your People.” Harvard Business Review (May 2010). Required: Introduction, problem identification, Critical analysis, Proposed action and Conclusion Word Limit: Minimum of 2,000 words All answers must include APA 7th in-text citation and APA 7th edition references. Minimum of ten (10) scholarly references. Rubric: Rubric for Individual Case Studies Poor Quality Fair Quality Good Quality High Quality Exemplary Quality SCORE 0 pts 5 pts 10 pts 15 pts 20 pts   Problem Identification 20% Does not recognize the main problem or mentions problems that are not based on the facts of the case Mentions problems that lack significance Recognizes one valid problems Recognizes multiple problems in the case. Recognizes one or more key problems in the case. Indicates some issues are more important than others and explains why ______OUT OF 20 key character anslysis 20% Does not recognize the perspectives of any characters in the case Considers the perspectives of characters who lack significance Considers the perspective of one key character in the case Clearly describes the unique perspective of multiple key characters in the case. Clearly describes the unique perspective of multiple key characters in the case. Explains how the perspectives are intertwined and related. ______OUT OF 20 Analysis of at least three Approaches 20% Does not have a clear understanding of the facts in the case Accurately lists facts in the case but does not understand the relevance of these facts Considers facts in the case and understands relevance of these facts Discusses facts in the case and cites related knowledge from research Discusses facts in the case and cites related knowledge from research and adds knowledge from personal experience ______OUT OF 20 Proposed Action 20% No action proposed Action proposed is not feasible Action proposed is reasonable More than one reasonable action is proposed Proposed action best deals with key issue(s) ______OUT OF 20 Length and Quality of submission 20% Submission lacks originality and does not utilize Turn it in for the assignment with original work. Submission is beginning to develop a quality paper, but less than 5 pages. Submission utilizes Turn-it in for original work and has 5 complete pages with minimum errors in the paper. Submission is original and utilizes an organized manner with detailed analysis. Submission is original and utilizes Turn it in for 5 complete pages for the assignment. Highly organized through out the paper. _____ OUT OF 20                           Total________out of 100
Leadership and management case study assignment. Files attached
KAREN L. CATES AND BRENDA ELLINGTON BOOTH Leader as Coach: Restoring Employee Motivation and Performance (A) Kiera lay on a gurney in the emergency room of Piedmont Hospital in Atlanta, Georgia. As she tried to reconstruct th e events of the last three hours, she hazily recalled collapsing in pain outside her hotel room door and one of her colleagues from Safety Supply Company taking her to the hospital. Her head ached and she still felt terrible, but the intravenous fuids she had been given immediately on arrival had started to ease her symptoms. When the doctor came to her bedside, they had good news: Kiera had had a kidney stone, but it had passed. After a few more hours of hydration, she would be discharged from the hospita l. However, there was bad news, too: the doctor told Kiera she would need to slow down and alter her lifestyle or risk ending up in the hospital again. It was February and Kiera had been in her new position for just ten months. She was only 29 years old, but she felt tired and worn out all the time. When she found herself thinking “At least I didn’t collapse during my presentation at our annual meeting this afternoon,” she knew she had to make some changes. A Good Start Kiera landed a job in guest servic es at a university in downstate Illinois after graduating with a bachelor’s degree. Guest services provided stafng for campus events to maintain crowd control while helping to ensure a high -quality guest experience. Gradually, she took on more and more res ponsibility in the department and ultimately spent two years working as an event manager. Her ©2019 by the Kellogg School of Management at Northwestern University. Tis case was prepared by Professor Karen L. Cates and Professo r Brenda Ellington Booth. Cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of efective or inefective management. Some details may have been fctionalized for pedagogical purposes. To order copies or request permission to KE1145 June 25, 2019 L E A D E R A S C O A C H ( A ) KE1145 2 K E L L O G G S C H O O L O F M A N A G E M E N T reproduce materials, call 800 -545 -7685 (or 617 -783 -7600 outside the United States or Canada) or e -mail [email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means —electronic, mechanical, photocopying, recording, or otherwise —without the permission of Kellogg Case Publishing. attention to detail and commitment to guest satisfaction ft perfectly with her job coordinating stafng and security at sporting events, concerts, and shows. She prided herself on never receiving a request that she could not fulfll. As a result, it seemed she needed to be everywhere at once — and somehow, she was; her ftness app registered over ten miles on most event nights. Just after her third anniversary with guest services, and on her 25th birthday, Kiera met with Joe Klein, who sold emergency and safety supplies to the university. He represented Safety Supply Company, which provided everything from frst aid kits and fre extinguishers to active shooter feld kits and automated external defbrillators. Joe thought Kiera was the kind of high – energy person his company needed on its sales team. After conferring with his boss, Joe invited Kiera to apply for a sales position in the Chicago area. Kiera saw the opportunity as a way to build new skills and as a natural progression in her career from running events to helping clients prepare for them. She was hired after a n extensive interview process that included a drive -along with a seasoned member of the sales team. Working in sales ofered Kiera a level of freedom she had never experienced with the university: no one tracked her activities in the region as long as she met her targets and called on each customer at least once every two months. Plus, with almost no evening and weekend hours, she and her husband Tomas had more time together and could start talking about having children. Tey had known each other for fve year s, since meeting in college, and were married right after graduation. Tomas was supportive of Kiera’s career and felt just as excited as she for this new opportunity. A New Assignment Kiera’s energy level and performance as a sales rep exceeded expectati ons at Safety Supply Company. After three years of outstanding results, she was promoted to sales manager in Dallas, Texas, reporting to Rudy Lopez, regional manager for the southern United States. She was gratifed that she was building a successful sales management career, but she also felt the promotion showed that the company recognized she had the skills and experience to progress even further. Rudy, 47, had worked his way up through the sales organization at Safety Supply Company. He often told his sa les managers he had learned everything the hard way by doing it himself, but he felt that experience made him a better boss. He knew Kiera had some learning to do, too, but he was confdent her energy and stellar sales record would help her fgure it out. Be cause she had been promoted from within the organization, Rudy gave her only minimal onboarding, reasoning, “She knows the drill.” Kiera and her husband moved to Dallas in April. Tey quickly found an apartment, and Kiera settled into her new ofce. She now supervised fve salespeople and was responsible for staf development, quarterly sales reports for Rudy, special projects, and annual meeting presentations. She dove into her new responsibilities by reviewing the client fles and sales reports. She found th at overall results were fne, but performance was uneven among her team members. She would need to fgure out why. KE1145 L E A D E R A S C O A C H ( A ) Ten she looked at the sales training materials. Te printed materials were at least 15 years old, and the videos were so outdated they were unusable. All of it needed to be updated. Kiera decided she would create more interactive materials and reshoot the videos as her frst special project. She reviewed the idea with Rudy, who said with a laugh: “Reall y, that’s your frst project? Well, if you think you have the time, go for it!” Tree months later, Kiera had written new scripts and hired a videographer. She asked her team members to “star” in some of the new videos, which she directed. She hired an edit or, with whom she worked closely to bring the new content and video together. While Kiera was editing videos at home late one night, her husband pointed out that she was working a lot of evenings and weekends again. But the project was worthwhile, she thou ght, and she was confdent it would eventually get company -wide attention. Besides, her team was working hard, and most of them were making their numbers, so she felt optimistic. Everything seemed fne. Expanding Her Role In October, Kiera received a call from Barbara Wilding, the company’s corporate events manager. “How would you like to help us organize the regional meeting in Dallas scheduled for January? I hear you have some experience with this sort of thing.” Kiera was excited. “Of course, I’d love to help!” she replied. “Great,” Barbara said. “Talk to Rudy, and if he agrees, we can get started.” Kiera sent an email to Rudy that afternoon: Hi Rudy, Barbara Wilding and I just had a conversation about my helping coordinate the regional meeting in Janu ary. Tis is the perfect opportunity to blend my skills in event management with what I know about Safety Supply Company. My team is doing a great job — we’re making our numbers. And the video project has just another month or so of editing before it is ready for fnal review by corporate. Tat will leave me a window to work on the meeting, which would be an exciting project. I can do this. Barbara said with your OK, this is a go. What do you think? By the way, did you see we landed the Chili’s account? Kiera Rudy called her a few hours later, sounding a little annoyed. “Are you sure you have the bandwidth for this?” he asked. “I need you to focus. Te video project is nowhere near done. It is almost defnitely going to need further editing after corporate looks at it. Legal alone will have to justify their existence with some changes. How are you going to manage the regional meeting on L E A D E R A S C O A C H ( A ) KE1145 4 K E L L O G G S C H O O L O F M A N A G E M E N T top of that?” K E L L O G G S C H O O L O F M A N A G E M E N T 3 Kiera had her answer ready. “Te hard part of the video project is done, Rudy. Yes, there will be edits, but I can squeeze those in this fall,” she responded. “And remember, I can organize events with my eyes closed. Tis is where I came from. And technology means I’m never far away from my staf even when I’m no t in the ofce. Barbara’s staf will be on this project, too. I really want to do it.” Rudy sighed and replied, “As long as you don’t drop the ball on your other work, I’m not going to stand in your way.” Kiera few to Portland, Oregon, to attend the region al meeting, talk to company organizers on the ground, and get ideas for the Dallas meeting. Fatigue and Frustration By the end of January, the regional meeting in Dallas was over. It had taken a lot of Kiera’s time, but in the end, it was a great success . However, the training video project was still not fnished because of the large number of edits required after the corporate review. During one of her few full days in the ofce, Kiera heard some of her salespeople complaining about Maya, one of the more e xperienced members of her team. Maya’s sales had been down, and she had been noticeably absent from Friday afternoon meetings, which meant the other members of the team were missing out on her product and client know -how. Kiera would have to deal with that later. However, what occupied Kiera’s thoughts was not the overdue videos or Maya’s performance. She was thinking about her frst presentation at the annual company meeting in Atlanta in February. By the week before the meeting, she was spending all day w orking on it, ending with an all -night session before she boarded her fight. “I’ll sleep on the plane,” she told herself. As she sat in the airport, Kiera was not feeling excited about the presentation; rather, she was worried about being criticized. She had heard that executives at corporate (who were the cause of the extensive edits to her training videos) did not support her video project. Apparently, they felt she was displaying too much ego and not paying enough attention to her core concern, which wa s sales and her sales team. Kiera felt so tired. Why was Rudy not protecting her from some of this criticism? She felt like she had been making her way alone ever since she had arrived in Dallas. She was working as hard as she could, but she was getting l ittle support or guidance from her boss. What Now? At the hospital, Kiera’s mobile phone was ringing beside her on the gurney. It was Rudy. “Kiera, are you all right?” He sounded genuinely concerned. After Kiera explained, he said, “Take a few days of be fore coming back to the ofce. When you get back, we need to talk about what happened.” Was Rudy going to fre her or give her a pep talk? She was too tired and discouraged to care. “Maybe this isn’t the right job for me anyway,” she thought as she closed he r eyes. KE1145 L E A D E R A S C O A C H ( A ) Kiera met with Rudy after taking a few days of to recover from her kidney stone episode. He started the meeting by asking questions. “Why did you tackle a corporate -wide project as soon as you got to Da llas? What were you thinking, taking on a regional meeting before you even got to your frst anniversary? What were you trying to prove?” When Kiera responded, she expressed the frustrations she was feeling. She felt all the work she was putting into the t raining videos was unappreciated. She thought she was being unfairly criticized by corporate. She was upset that Rudy was not supporting her more. Why wasn’t he even talking to her about sales, which seemed to be corporate’s main criticism? And what about the Chili’s account? Was anyone paying attention to anything she was doing? After Kiera fnished talking, Rudy felt exasperated that she did not seem to understand that she needed to focus her energy on her team. Finally, he hit on the idea of Kiera hiring an outside coach, proposing it as a way to help her get a new perspective on the situation. Although she felt unsettled after what felt like an unproductive conversation, when Rudy ofered to cover half the expense per company policy, Kiera agreed. Workin g with a Coach After some research, Kiera decided to work with Belinda Garcia, a former telecommunications executive and International Coaching Federation –certifed coach. During their frst meeting, Belinda described the coaching process, determined the lo gistics of the coaching arrangement, and worked with Kiera to determine some general goals for coaching around prioritization and how to best manage up. Next, Belinda asked Kiera to describe the current situation. After listening to the whole story, from t he move to Dallas to the emergency room in the Atlanta hospital, Belinda asked, “How do you feel about going back to work?” Kiera took a deep breath. “Not good. I feel a knot in my stomach every time I think about going back to the ofce. I get a little na useated when I think about those training videos. I don’t understand how they became so controversial! And now that I’ve been out of the ofce, the work is piling up. My last quarterly report was due weeks ago, and I’m still working on it.” Belinda remarke d, “Let’s see if I have this right. You have a knot in your stomach and feel nauseated — it seems that work is giving you a lot of stress.” “Yes,” Kiera replied with an exasperated sigh. Belinda gently asked, “In what way can I support you right now?” L E A D E R A S C O A C H ( A ) KE1145 6 K E L L O G G S C H O O L O F M A N A G E M E N T “I d on’t know. I just don’t know. I’m not sure I even want to stay in this job,” Kiera said. “I’ve been trying so hard, but it seems like Rudy and corporate think I’m really screwing things up — and I don’t even know what I did wrong!” Belinda said quietly, “I ’m noticing a lot of emotion here.” Kiera could feel the tears coming. Belinda asked, “Do you need a moment?” K E L L O G G S C H O O L O F M A N A G E M E N T 5 Kiera took a deep breath. “No, that’s OK,” she said. “I didn’t realize how much this wa s getting me down.” Once Kiera collected herself, Belinda asked, “Do you really know what Rudy expects from you, in terms of what success looks like and how it’s measured?” Kiera thought for a moment. “Obviously, our sales numbers are the most important measure,” she replied. “But after that, I guess I’m not sure what his expectations are — or if anything else is even being measured!” Kiera repeated her feelings about the training materials, the paperwork, and most of all, her meetings with Rudy. He always seemed impatient or frustrated with her. “Why is that?” Kiera asked. “Am I missing something?” “I don’t know,” said Belinda. “It sounds like you have a lot of questions and need to get some clarity.” “I guess you’re right,” replied Kiera. “I need to go back and talk to Rudy.”