Where Charlie Moore Goes Wrong in the Chattanooga Ice Cream Division Hbr Case Analysis

1188 Words May 20th, 2012 5 Pages
Charlie’s Leadership Style
In assessing where Charlie Moore goes wrong, it’s important to look at his leadership style. According to the DiSC style, Charlie is a “Steady (S) Leader.” Specifically, this means Charlie operates at a methodical pace and likes leading in an orderly environment. He may readily view leading in a “fast-paced” environment as intimidating or stressful. His leadership style is collaborative in nature and he values group efforts. Charlie is a cautious leader that seldom leads by authority as he is comfortable working behind the consensus of the group as he doesn’t like making decisions alone. He is demotivated by competitive environments and changing direction abruptly. He enjoys leading in a harmonic environment
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He does communicate the problem to his team, but he doesn’t really intensify his probe of the customer to determine why the customer is leaving. Charlie goes wrong because he does not act with a sense of intense curiosity to understand the customer reasons to leave. Many of his staff members begin to volunteer their own interpretations about the customer’s decision to leave, which could create panic and widespread fear among his staff. Charlie goes wrong because he needs to clearly know the customer reasons for leaving to empower the team with correct information to rightly align the team’s actions around these efforts to create a viable game plan against the “enemy of competition.” How can they win if they don’t know what they are fighting? Another example where Charlie loses the opportunity to inspire team commitment and risk-taking is to allow Stephanie Krane, Finance Director, to minimize many of the team’s ideas that they have around how to best compete in the marketplace. She provides feedback that every proposed solution is too costly. Stephanie proposes that the solution is to compete is to costs by freezing salaries and retirement benefits. Charlie goes wrong because he doesn’t do more to speak up about the proposed salary deductions, for they might stop the flow of group ideas and risks that the team might take about how to best win in the marketplace. His people in his organization need to feel

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