Wendy Peterson Case Analysis
Problem Statement: Peterson’s management style and personality type did not grow and adapt over time in her new management position.
Hypothesis 1: It may be that Wendy’s personality prevented her from completely delegating and trusting in others to complete their tasks. Wendy Peterson was had the conceptor brainstyle. With the conceptor brainstyle she drives her team and helps them come up with original ideas to help assist them with their sales progress. She also suffered from the paradox of excellence, being the youngest AccountBack vice president, she had an extra weight on her shoulder to succeed. This could be why she was such a micromanager to her team, she wanted to make sure that they were on track so …show more content…
From the information in the case, she wanted her team to love her and be more like a friend than their boss. She is very caring and supportive to her team, almost to a fault. Many of the employees stated that she disrupted their work. With the gold personality, she felt that she could do better doing it herself, so she was always pushing her team to see it from her perspective and get motivated to sell to new customers. She also is very organized and likes progress reports so that she can get a sense of how she is doing as a leader of her team. Peterson lacked emotional intelligence to read the signs from her team that they did not want as much guidance, or that some of them did not like being “interrupted” by her while they were working.
Hypothesis 2: Peterson’s lack of experience in sales management could have digressed the team members and the teams overall …show more content…
This would allow her to develop more experience to help lead and manage her group, which in turn could raise morale and benefit the groups production.
• Have Wendy take personality tests to evaluate her strengths and weaknesses, by having this self-realization she could benefit by seeing her faults. This would help her by realizing that her faults could be hurting her and her team.
• Ask Wendy if she has evaluated what incentives would work best for her team and if she has not done so, have her ask her team what motivates them. If the company is willing to adapt, I think that adapting and giving the employees options for incentives would drive up sales and job satisfaction rates.
• Have Wendy sit down and discuss options with Wu and what his expectations are and what his dislikes and likes are. After doing this, she should evaluate if he is worth the hassle to the company, if she thinks he is then she should try to come to a compromise with him. If not they should part ways and she should find a new replacement.
• Hire employees that will fit in with the culture, or would adapt to the culture. By doing this situations like Wu would not happen, because there would not be that differences in goals and
Problem Statement: Peterson’s management style and personality type did not grow and adapt over time in her new management position.
Hypothesis 1: It may be that Wendy’s personality prevented her from completely delegating and trusting in others to complete their tasks. Wendy Peterson was had the conceptor brainstyle. With the conceptor brainstyle she drives her team and helps them come up with original ideas to help assist them with their sales progress. She also suffered from the paradox of excellence, being the youngest AccountBack vice president, she had an extra weight on her shoulder to succeed. This could be why she was such a micromanager to her team, she wanted to make sure that they were on track so …show more content…
From the information in the case, she wanted her team to love her and be more like a friend than their boss. She is very caring and supportive to her team, almost to a fault. Many of the employees stated that she disrupted their work. With the gold personality, she felt that she could do better doing it herself, so she was always pushing her team to see it from her perspective and get motivated to sell to new customers. She also is very organized and likes progress reports so that she can get a sense of how she is doing as a leader of her team. Peterson lacked emotional intelligence to read the signs from her team that they did not want as much guidance, or that some of them did not like being “interrupted” by her while they were working.
Hypothesis 2: Peterson’s lack of experience in sales management could have digressed the team members and the teams overall …show more content…
This would allow her to develop more experience to help lead and manage her group, which in turn could raise morale and benefit the groups production.
• Have Wendy take personality tests to evaluate her strengths and weaknesses, by having this self-realization she could benefit by seeing her faults. This would help her by realizing that her faults could be hurting her and her team.
• Ask Wendy if she has evaluated what incentives would work best for her team and if she has not done so, have her ask her team what motivates them. If the company is willing to adapt, I think that adapting and giving the employees options for incentives would drive up sales and job satisfaction rates.
• Have Wendy sit down and discuss options with Wu and what his expectations are and what his dislikes and likes are. After doing this, she should evaluate if he is worth the hassle to the company, if she thinks he is then she should try to come to a compromise with him. If not they should part ways and she should find a new replacement.
• Hire employees that will fit in with the culture, or would adapt to the culture. By doing this situations like Wu would not happen, because there would not be that differences in goals and