Problem Statement:
Wendy Peterson has to decide if she will provide Fred Wu with an assistant and maintain his services.
Hypothesis 1: It could be that Peterson’s leadership style is underdeveloped.
Analysis:
AccountBack recently underwent a great deal of change making it important for leadership to have high change intelligence. This change intelligence includes the ability to recognize the need for change, understand the change process, master implementing the change process, and being comfortable in managing the change process (Goleman, 1995). Being the youngest vice president at AccountBack, Wendy Peterson, managed fourteen people, many of whom had been with the company longer than she had. Her new role in the Plano, Texas office was …show more content…
This was not a good place for Peterson to begin given that, “Business outcomes should be your starting place for giving feedback” (Phoel, 2009). Peterson began her feedback in a negative frame of mind despite Wu’s impressive year at the company. She often got caught up in the fact that Wu only had signed one client and spent so much time maintaining that relationship. Peterson shared both new and ongoing concerns, for example, she felt that Wu spent too much time out of the office, that he needed to focus on landing new clients, and that he needed to increase the amount of communication with her (Hill & Zalosh, 2013). Peterson did provide feedback for some of these concerns throughout the year but did so informally with little to no follow-up while other expectations were set in retrospect and therefore no longer applicable. According to Feedback that Works, it is best to provide feedback often so that it becomes a natural part of the organization’s culture (Phoel, 2009). Doing so can be especially helpful for negative feedback in order to avoid defensive response from employees.
Wendy Peterson’s quick rise in the company and “doer” attitude can be attributed to her kind of power: ambition (Butler, 2008). Peterson’s ambition at AccountBack was evident in her interest to problem solve and invest time in the company, “I spearheaded a volunteer mentoring program between junior and senior sales professionals. The more experiences professionals imparted sales and client management wisdom to their junior counterparts, in return for “free” assistance on large accounts.” (Hill & Zalosh, 2013). Peterson also hold legitimate power given her position in the company as a vice
Wendy Peterson has to decide if she will provide Fred Wu with an assistant and maintain his services.
Hypothesis 1: It could be that Peterson’s leadership style is underdeveloped.
Analysis:
AccountBack recently underwent a great deal of change making it important for leadership to have high change intelligence. This change intelligence includes the ability to recognize the need for change, understand the change process, master implementing the change process, and being comfortable in managing the change process (Goleman, 1995). Being the youngest vice president at AccountBack, Wendy Peterson, managed fourteen people, many of whom had been with the company longer than she had. Her new role in the Plano, Texas office was …show more content…
This was not a good place for Peterson to begin given that, “Business outcomes should be your starting place for giving feedback” (Phoel, 2009). Peterson began her feedback in a negative frame of mind despite Wu’s impressive year at the company. She often got caught up in the fact that Wu only had signed one client and spent so much time maintaining that relationship. Peterson shared both new and ongoing concerns, for example, she felt that Wu spent too much time out of the office, that he needed to focus on landing new clients, and that he needed to increase the amount of communication with her (Hill & Zalosh, 2013). Peterson did provide feedback for some of these concerns throughout the year but did so informally with little to no follow-up while other expectations were set in retrospect and therefore no longer applicable. According to Feedback that Works, it is best to provide feedback often so that it becomes a natural part of the organization’s culture (Phoel, 2009). Doing so can be especially helpful for negative feedback in order to avoid defensive response from employees.
Wendy Peterson’s quick rise in the company and “doer” attitude can be attributed to her kind of power: ambition (Butler, 2008). Peterson’s ambition at AccountBack was evident in her interest to problem solve and invest time in the company, “I spearheaded a volunteer mentoring program between junior and senior sales professionals. The more experiences professionals imparted sales and client management wisdom to their junior counterparts, in return for “free” assistance on large accounts.” (Hill & Zalosh, 2013). Peterson also hold legitimate power given her position in the company as a vice