Review the attachment for the Chapter 15 Writing Assignment.
Questions:
How would you characterize Baker’s leadership style? What approach do you think is correct for this situation? Why?
What would you do now if you were Baker? How might you awaken more enthusiasm in your team for completing this project on time? Suggest specific steps.
How would you suggest that Baker modify his leadership style if he wants to succeed Davidson in two years? Be specific.
Submit your response in a MS Word document. Your response should be around 1 page.
Attachment is this….
Pulse Exercise Systems
What’s wrong with the team? What’s wrong with the team?
Nichole Davidson’s words repeated over and over in Henry Baker’s head as he
boarded the plane from Los Angeles to Chicago.
Baker was responsible for the technical implementation of
the new customer relationship management (CRM) software being installed for the
sales offices in both cities. The software was badly needed to improve
follow-up sales for Baker’s company, Pulse Exercise Systems. Pulse Exercise
sells exercise equipment to high schools and colleges, as well as to small- to
mid-sized businesses for recreation centers, through a national force of 310
salespeople. The company’s low prices had won it a lot of sales. However, its
follow-up service was uneven, and the new CRM system promised to resolve those
problems, with historical data, inquiries, reminders, and updates going to
sales reps daily. The CEO of Pulse Exercise had ordered the CRM system
installed with all possible haste.
Baker pulled a yellow pad and pen from the side pocket of
his carry-on bag and tossed them on the seat beside the window, stashed the bag
in the overhead compartment, and sat down as other passengers filed past. In an
effort to shut out his thoughts, he closed his eyes and concentrated on the
muffled voices and low whooshing sound of the air vents. He wrote “What’s wrong
with the team?” three times and began drawing arrows to circles bearing the
names of his team members: Barry Livingston and Max Wojohowski in Los Angeles,
and Bob Finley, Lynne Johnston, and Sally Phillips in Chicago.
He marked through Sally’s name. She had jumped ship
recently, taking her less-than-stellar but still-much-needed talents with her
to another company. It was on a previous LA-to-Chicago flight that Sally had
pumped him for feedback on her future with Pulse Exercise. She had informed him
that she had another job offer. She admitted it was for less money, but she was
feeling under pressure as a member of the team and she wanted more “quality of
life.” Baker told Sally bluntly that her technical expertise, on which he
placed top importance, was slightly below that of her peers, so future
promotion was less likely despite her impressive people and team skills.
He wrote “quality of life,” circled it, and then crossed it
out and wrote “What the hell?” “Why should she get quality of life?” he mused.
“I’ve barely seen my wife and kids since this project started.” Baker’s team
was under a great deal of pressure, and he had needed Sally to stick it out. He
told her so, but the plane had barely touched down when she went directly to
the office and quit, leaving the team shorthanded and too close to deadline to
add another body.
What’s wrong with the team? Baker furiously scribbled as his
thoughts raced:
1.
The
deadline is ridiculously short. Davidson had scheduled a ten-week completion
deadline for the new CRM software, including installation and training for both
cities.
Baker suddenly stopped writing and drew a rider and horse,
then returned to his list.
2.
I feel like some frazzled pony-express rider
running back and forth across the country, trying to develop, build, set up,
and work the kinks out of a new system that everyone at Pulse Exercise is eager
to see NOW.
He was interrupted by the flight attendant. “Would you care
for a drink, sir?”
“Yes. Make it a scotch and water. And be light on the
water.”
Baker took his drink and continued to write.
3. Thank God for LA. From the outset, Barry and
Max had worked feverishly while avoiding the whining and complaining that
seemed to overwhelm members of the Chicago team. The atmosphere was different.
Although the project moved forward, meeting deadlines, there appeared to be
less stress. The LA guys focused tirelessly on work, with no families to
consider, alternating intense work with joking around. Those are my kind of
people, he thought.
4. But there is
Chicago, he wrote. Earlier in the day, Sam Matheny from sales had e-mailed, and
then called, Baker to tell him that the two remaining members of the Chicago
team appeared to be alternating between bickering and avoiding each other.
Apparently, this had been going on for some time. “What’s with that?” Baker
wondered. “And why did Sam know and I didn’t?”
So that morning, before his flight, Baker had to make time to
call and text both Finley and Johnston. Finley admitted that he had overreacted
to Johnston.
“Look, man. I’m tired and stressed out,” Finley said. We’ve
been working nonstop. My wife is not happy.”
“Just get along until this project is completed,” Baker
ordered.
“When will that be?” Finley asked before hanging up.
Baker thought about Nichole Davidson’s persistent complaints
to him that the team appeared to have a lack of passion, and she admonished him
to “get your people to understand the urgency of this project.” Her complaints
only added to his own stress level. He had long considered himself the
front-runner for Davidson’s job when she retired in two years. But had his team
ruined that opportunity? The sense of urgency could be measured now in the
level of stress and the long hours that they had all endured. He admitted his
team members were unenthusiastic, but they seemed committed.
Baker wondered, “Is it too late to turn around and restore
the level of teamwork?” He tore off the sheet from the pad, crumpled it in his
hand, and stared out the window.
