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They state that leaders "better know what it takes to lead effectively -- they must find ways to engage people and rouse their commitment to company goals" (Jones, 2000). Linton does not give Benton any idea of the current state of the company or how she would like for her department to impact the company's success. She did not share her vision for her department and what she expected to produce in a particular time frame. Benton had no clue as to how her role was to impact the Although Linton greeted Benton pleasantly, she negated the meeting by complaining her arrival was a week too early. Benton's eagerness to contribute to the company's success was not celebrated or welcomed. This attitude was perpetuated once Linton pushed-off Benton to another product manager, Ron Scoville. Linton has proven herself to be more of a manager versus a leader. Although Benton was new to the team, Linton places more importance on product management. Priority should have been placed on making sure Benton was properly trained. Linton focused her efforts on "the detailed steps that are necessary to get results" (Lecture, Wk 2). Benton felt like an intruder whenever she stepped to Linton's office because she was refused regularly. Linton's lack of concern towards Benton's development further demonstrates her dominant management
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Benton needs to go back to believing in her own mastered knowledge and proven skills to succeed. Benton needs to identify a focus for her efforts. She attempts to invent work for herself absent of Linton's objectives; yet, becomes extremely frustrated. Her frustration resides in Scoville's condescending demands and Linton's nonexistent leadership. Benton needs to follow the "10 Keys Transition Challenges." She needs to "promote herself" to the ideal and expectations she had of herself coming into this position. Benton successfully "accelerated her learning, built alliances, and built her network" amongst colleagues outside of her department. Yet, Benton needs to step back and diagnose the situation at Houseworld so she can effectively apply her skills. Additionally, she needs to "build a good relationship with her boss, focus on strategic alignment, build her team, and secure early wins" for
Benton needs to go back to believing in her own mastered knowledge and proven skills to succeed. Benton needs to identify a focus for her efforts. She attempts to invent work for herself absent of Linton's objectives; yet, becomes extremely frustrated. Her frustration resides in Scoville's condescending demands and Linton's nonexistent leadership. Benton needs to follow the "10 Keys Transition Challenges." She needs to "promote herself" to the ideal and expectations she had of herself coming into this position. Benton successfully "accelerated her learning, built alliances, and built her network" amongst colleagues outside of her department. Yet, Benton needs to step back and diagnose the situation at Houseworld so she can effectively apply her skills. Additionally, she needs to "build a good relationship with her boss, focus on strategic alignment, build her team, and secure early wins" for