Chapter 13 - Leading Effective Teams

Soda Can Company is opening up a new store location in sixty days. As Executive Director of Stores, you have to put
together a strong team quickly.

You hired Jim Beam to be the Store Manager based on his previous experience and track record with other competitors.
You have a new site to open up, and your goal is to start producing as quickly as possible. You had a slight feeling that he
was a little full of himself, but you associated it with self-confidence, which you needed this new manager to have since
you would not have a lot of time to invest in this location.

Julie Stevens has been one of your top production specialists for two years. You assigned her to Jim and the new store
without hesitation. Her proven track record and existing knowledge of the product line would be actively used to get this
new store performing within weeks.

You have also taken great steps to recruit other internal employees who have strong performance records. Two or three
are new to the company and not so experienced, but their eager attitude and desire to learn and get better will serve
them well in this new location.

It has been three weeks since the new store opened and early performance statistics are meeting expectations. It looks
like the team is working together well. However, you have had numerous phone calls from Julie Stevens complaining
about Jim Beam's management approach. Among her complaints are comments like, "He exaggerates and tries to bully
staff,” or "He does not understand the product line and belittles anyone who asks questions.” Yet he also makes
personal statements as if trying to be nice but it seems like he ends up angering people instead. Such as, "Come to my
house to watch the big game. I have a brand new 50 inch high definition TV.” Or, "I only shop at designer stores, don't
you?” Even a few of the newer employees have made cautious attempts to ask if Jim's style is the norm for the Soda Can
Company. Questions such as, "Is it acceptable for managers yell in staff meetings?” or "Is it company policy to get
defensive when asked questions?” have been coming up frequently.

You are sitting at lunch with your boss, Elizabeth Zone. She has just asked you casually about the new store opening -
"How is the new location doing?” You are struggling with how you are going to approach Jim and confront him on his
performance so far. You are concerned about the team overall, but you are hesitant to jump in and make changes so
early. Could it be possible that Jim will settle down in a few weeks? Could this all just be pressure from the new store
opening and working with a new team? Maybe they just need a few more weeks to get to know each other and find
their own ways to work well?

Answer the following questions by applying the concepts learned in Chapter 13. Also, conduct literature reviews on the
subject of discussion and use to support your case study answers:
1. Elizabeth is waiting for your response. What do you say?
2. Elizabeth has years of experience and has offered objective perspectives in the past, and she supports employee
development while maintaining good performance on the job. You decide to share your concern about Jim's
early leadership style with her. What do you say?
3. What are you going to track closely with the new team?
4. How might you approach Jim about the team's performance?
5. What might you say to Julie? To the new employees?

Chapter 14 - Managing People to Perform

Axis Inc. has instituted new "flexible” guidelines around appropriate attire, including piercings and tattoos. Along with all
her colleagues, Rebecca Que, an Assistant Manager at Axis, received a printed copy of the new standards - and they're
still sitting in the envelope, unread. Included in this piece were a list of resources for her to contact if she had any
questions or concerns - and a list of consequences for non-compliance.
Rebecca thinks that these new standards are only for those in Denver at the corporate office. She thinks that for people
"out in the world” at the stores, style and personal branding are important to the Axis Inc. experience, and her Store
Manager seems to agree. Over the weekend, she's going to get another piercing in her nose, and she is thinking of
getting a bold new tattoo on her forearm.

Answer the following questions by applying the concepts learned in Chapter 14. Also, conduct literature reviews on the
subject of discussion and use to support your case study answers:

1. As the District Manager, list how you would manage Rebecca's performance with the new guidelines using the
ACHIEVE model.