Improving Team Performance: Strategies in Leadership Case Study

COURSE: LEADERSHIP, ENGAGEMENT, AND PEOPLE PERFORMANCE CASE STUDY: THE TEAM THAT WASN’T Project Submission Template Question I 1. A brief summary of the….(50 words) I. FireArt’s sales in the last 3 months had flattened. II. Inefficient teamwork between top- level manager’s in FireArt, especially Randy’s demeaning behavior and strong opinion and being a team blocker. III. There is a lack of leadership, and an inability to provide clear and detailed guidance to the team, and the CEO's hands-off attitude is inappropriate.

Question I 2. List and elaborate on the reasons…. a. The FineArt Team led by Eric (75 words) I. Eric’s team lacks a common commitment to a team purpose or a working approach. II. The team lacks the intrinsic and extrinsic motivators that drives high-performing teams. III. There is no interaction or collaboration between team members. IV. The team lacks healthy conflicts and seeks consensus rather than accomplishment. V. Eric is unable to resolve the rising conflicts among his team members due to his inability to efficiently use conflict resolution techniques.

Question I 2. List and elaborate on the reasons…... b. Randy Louderback (75 words) I. Randy continually shot down ideas of team members and had a huge ego that could fill the entire room probably due to his past accomplishments. II. His belief that great ideas come from great individuals rather than teams suggests that he does not believe in teamwork and lacks the skills needed to work constructively in a team. III. He answers questions with maddening ambiguity, lacks precision in thought or communication, and is always looking to derail the entire process.

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Question I 2. List and elaborate on the reasons…. c. Eric Holt (75 words) I. Eric spent too much time observing rather than exercising his authority. II. He waited too long to address the issues developing in the team and was very passive and reactive. III. Eric’s belief that he needs Randy on the team render ed his inability to interact effectively with him. He seemed to be intimidated by Randy and let him run free. IV. He acted as the facilitator and not as leader of the team and didn’t break functional silos.

Question II 1. Steps that Eric should adopt..…..timelines. a. Short-term (1-3 months) (50 words) I. Eric should have a discussion with Jack and ask for his involvement and confront Randy on his demeaning behavior and guide on building a performance improvement plan. II. Conduct brainstorming sessions with the team to define problem statements and assign accountability to members. III. Incorporate transparency to the process.

Question II 1. Steps that Eric should adopt b. Medium-term (beyond 3 months) (50 words) I. Have open discussions with the team and with members individually to improve transparency and build trust among team members and encourage healthy conflicts. II. Set clear expectations and consequences on both Randy and other team members. III. Conduct sessions and programs to instill confidence and accountability led team ethics.

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Question II 2. Pick any three recommendations…. a. Recommendation 1 (75 words): Eric should speak with Jack and ask for his involvement to provide a lot more visible and behind-the-scenes support. He should also talk to Randy and convey to him the message that teamwork is crucial to success, that he doesn't have to be on the team, but he can't sabotage it either. He could create a special role for Randy as a special consultant to the team, called in for advice or review whenever required.

Question II 2. Pick any three recommendations…. b. Recommendation 2 (75 words) Eric should conduct open discussions with the team as a whole and with individual members to improve transparency in the team. As per the ‘Five Dysfunctions of a Team’ framework by Patrick Lencioni to build mutual trust within the team transparency is required. As the team members begins to trust each other they will freely discuss ideas with one another giving rise to healthy conflicts within the team and commit to working on ideas.

Question II 2. Pick any three recommendations…. c. Recommendation 3 (75 words) Eric should work on improving his leadership skills and define his style. This entails using some of the talents of a wizard and/or a warrior to create a new attitude, rally the troops to promote discussions, conflicts within the team. This can help Eric to become an inspiring leader providing guidance in need. He should make the team members accountable for completing assigned tasks and work towards performance-based rewards or recognitions and other team motivating programs.

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Question III 1. Analyse Jack Derry…...Module 3 a. Sensing (75 words) I. Jack’s sensing ability can be confirmed when he was quick to realize that moving forward the internal processes and working of the company needed improvement to resolve the current problems at FireArt. II. He accepted the fact that the market was evolving, and an action plan was needed to fight National Glass company’s entry into FireArt’s niche market. He onboarded Eric who understood the dynamics of the market and could help guide the change.

Question III 1. Analyse Jack Derry…...Module 3 b. Relating (75 words) I. Jack was low on this aspect of leadership as he did not show signs of reassurance in the time of crisis and did not reach out to other people at FireArt for support. II. Absence of non-transactional relationships was clearly visible, and it is also where Jack did not put his effort on improving it. There also appears to be a lack of strategical and operational networking between leaders of different teams.

Question III 1. Analyse Jack Derry…...Module 3 c. Visioning (75 words) I. Jack could have committed more when it comes to the visioning aspect of leadership. His plan of building company ’ s strategic realignment plan, executing and winning the same in next 6 months lacked clarity and was vague. It lacked specific timelines and the expectations associated with them. II. He should have adopted a better planning approach for better navigation though he took the right decision to onboard Eric to drive change in the market.

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Question III 1. Analyse Jack Derry…...Module 3 d. Executing (75 words) I. Jack was satisfactory when it comes to execution element of leadership. He mobilized a team to work on the core issues at hand to achieve positive results. II. He could have been more proactive by being involved in team meetings and could have discussed the performance metrics as well as perspectives of every team member. Jack could have built an open platform to discuss on execution plans which would have encouraged transparency in team.

Question III 2. Recommend any changes…. Recommendations (75 words) I. Jack should clearly explain the goals to Eric and plan a performance discussion with the team on progress and consensus on next steps. II. He should proactively ask Eric for minutes of meeting, which could further improve efficiency and enhance the team's sense of urgency. III. He should plan to create a rewards and recognition program in which team members should be appropriately rewarded for completing tasks and achievements should be communicated company wide.

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