Question

“what’s wrong with the Team?”

What’s wrong with the team? What’s wrong with the team? Nichole Dyer’s words repeated over and over in Henry Rankin’s mind as he boarded the plane from Los Angeles to Chicago. Rankin was responsible for the technical implementation of the new customer re- lationship management (CRM) software being installed for western and eastern sales offices in both cities. The software was badly needed to improve follow-up sales for his company, Reflex Systems. Reflex sold exercise equipment to high schools and colleges, as well as to small and midsize businesses for recreation centers, through a national force of 310 salespeople. The company’s low prices won a lot of sales; however, 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 Reflex ordered the CRM system installed with all possible haste. Rankin pulled a yellow pad and pen from the side pocket of his carry-on bag and tossed it in 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. His thoughts were suddenly interrupted as a kid around 10 or 11 years old plopped into the seat beside him, shot him one of those pre-teen, “Do I have to ride with you?” looks, opened a Harry Potter book, and started reading. Rankin was grateful to have the kid as his seatmate rather than the non-stop talkers he was sometimes paired with on flights. He needed time to think, and doodling on a pad was his way of sorting his thoughts. 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 LA, 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 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 Reflex. She had in- formed him that she had another job offer. She admitted it was less money, but she was feeling under pressure as a member of the team and she wanted more “quality of life.” Rankin told Sally bluntly that her technical expertise, on which he placed top impor- tance, 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.” Rankin’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 short-handed and too close to deadline to add another body. What’s wrong with the team? Rankin furiously scribbled as his thoughts raced: (1) The deadline is ridiculously short. Dyer had scheduled a ten-week completion deadline for the new CRM software, including installation and training for both cities. He sud- denly 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 Reflex 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.” The boy beside him shot a grimacing look and for a brief moment, Rankin felt—then squelched—the impulse to stick out his tongue at the kid. Rankin 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 com- plaining 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,” Rankin thought. (4) But there is Chicago, he wrote. Earlier in the day, Sam Matheny from sales had e-mailed, then called, Rankin to tell him the two remaining members of the Chicago team appeared to be alternating between bickering and avoiding one an- other. Apparently this had been going on for some time. “What’s with that?” Rankin wondered. “And why did Sam know and I didn’t?” So that morning, before his flight, Rankin had to make time to call and text both Finley and Johnston. Finley admitted he had overreacted to Johnston. “Look, man. I’m tired and stressed out,” Finley said. “We’ve been working non-stop. My wife is not happy.” “Just get along until this project is completed,” Rankin ordered. “When will that be?” Finley asked before hanging up. Rankin thought about Dyer’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 frontrunner for Dyer’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 they had all endured. He admitted his team members were unenthusiastic, but they seemed committed. Rankin scribbled a final note on the pad: Is it too late to turn around and restore the level of teamwork? He tore off the sheet, crumpled it in his hand, and stared out the window.

Discussion Questions 1. How would you characterize Rankin’s leadership approach (task/results versus people/values)? What approach do you think is correct for this situation? Why?

2. What would you do now if you were Rankin? How might you awaken more en- thusiasm in your team for completing this project on time? Specify the steps you would take.

3. How would you suggest that Rankin modify his leadership style if he wants to succeed Dyer in two years? Be specific.

Answer 1

Answer.

1) Rankin would have considered his team members values so that the work gets completed without much problem and conflicting situation. His leadership approach is more aligned towards task/results than people/value. It is very important to keep the team spirit high at this particular time consider the members individual perspective so that there interest could be aligned with the interest of the team and timely completion of the project. At this situation, Rankin must consider people/value and then motivate the team to meet the project deadline.

2) I would first make sure that all the team members are confident and are satisfied with the work. I will see to it that they are not so stressed out and consider their values of developing a growing career. I will have a proper communication system and flexible reporting so that all the members can reach out to me whenever they find an issue. I will arrange a meeting and make all the members understand the project need, scope and it's implementation and assign the work accordingly with their consent. I will provide training to the members on the important and critical areas of project make them feel involved and also give details about the career growth and promotion criterias. I will encourage them and boost their enthusiasm by properly assigning the tasks, guiding them by getting involved in the tasks and facilitating every requirement so that all projects gets completed within time limit with optimal resources, time and manpower utilisation.

3) Rankin must modify his leadership style, he might adopt a democratic style or a transformational style so that he can lead and manage team more effectively. He can adopt a democratic leadership style, if his members are talented, need less supervision and can self-regulate the take. In this approach he needs to involve every member, empower them, make them responsible, and plan a career development so that they are secured and satisfied with their job. This will increase their confidence and enhance their productivity and engagement with work.

Rankin can adopt transformational leadership style, and change them members attitude by setting examples, to work effectively. For this he must change his behaviour and be concerned with his members values and what makes them feel satisfied. If he want to succeed Dyer in next two years he must adopt the above stated leadership style, at least a democratic one to be a flexible and respectable leader.