296 Part III Employee and Leadership Development noticed that the receptionist, Tara, is very smart, seems to learn quickly, and is very good in dealing with clients. He has decided to promote Tara to CSR and hire a new receptionist. In order to familiarize Tara with her new duties, Henry has assigned Martin, the senior CSR in the company, to be her direct supervisor and coach her. 1. In the context of the material in this chapter, provide a critical analysis of the decisions that Henry has made in assigning Martin to this role. 2. Provide a detailed discussion of Martin's new role as a performance management leader. Three months into Tara's training program, she seems constantly upset and has expressed concerns that she is not able to learn the information and feels she may be "in over her head." Henry knows that Tara is capable of the work required and is confident that she will be a very good CSR, so he talks to her about what she feels is going wrong. Some of Tara's comments include information that Martin is very abrupt with her, and rather than explaining why certain procedures are required and why certain procedures are given certain circumstances, he simply directs her to do certain things. 3. Critically assess Martin's coaching style. 4. Discuss possible solutions to help Tara become an effective CSR. What should Martin be doing to help her? panies (pp. 80-118). New York, NY: Times Books, specifically Chap. 4, "Robert Eaton and Robert Lutz; The Copilots." CASE STUDY 9-2 Performance Management Leadership at Henry's Commercial Sales and Leasing H enry is the owner of a small real estate agency that handles the sale and leasing of commercial property. He has two real estate agents working in the office, along with himself. He also has two customer service representatives (CSRs), each of whom has a real estate license, and one receptionist who has worked for the company for about three months. Henry has recently decided that he needs another customer service representative. He has
296 Part III Employee and Leadership Development noticed that the receptionist, Tara, is very smart, seems to learn quickly, and is very good in dealing with clients. He has decided to promote Tara to CSR and hire a new receptionist. In order to familiarize Tara with her new duties, Henry has assigned Martin, the senior CSR in the company, to be her direct supervisor and coach her. 1. In the context of the material in this chapter, provide a critical analysis of the decisions that Henry has made in assigning Martin to this role. 2. Provide a detailed discussion of Martin's new role as a performance management leader. Three months into Tara's training program, she seems constantly upset and has expressed concerns that she is not able to learn the information and feels she may be "in over her head." Henry knows that Tara is capable of the work required and is confident that she will be a very good CSR, so he talks to her about what she feels is going wrong. Some of Tara's comments include information that Martin is very abrupt with her, and rather than explaining why certain procedures are required and why certain procedures are given certain circumstances, he simply directs her to do certain things. 3. Critically assess Martin's coaching style. 4. Discuss possible solutions to help Tara become an effective CSR. What should Martin be doing to help her? panies (pp. 80-118). New York, NY: Times Books, specifically Chap. 4, "Robert Eaton and Robert Lutz; The Copilots." CASE STUDY 9-2 Performance Management Leadership at Henry's Commercial Sales and Leasing H enry is the owner of a small real estate agency that handles the sale and leasing of commercial property. He has two real estate agents working in the office, along with himself. He also has two customer service representatives (CSRs), each of whom has a real estate license, and one receptionist who has worked for the company for about three months. Henry has recently decided that he needs another customer service representative. He has
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Discuss possible solutions to help Tara become an effective CSR. What should martin be doing to help her?
Transcribed Image Text:296
Part III Employee and Leadership Development
noticed that the receptionist, Tara, is very smart, seems to learn quickly, and
is very good in dealing with clients. He has decided to promote Tara to CSR
and hire a new receptionist. In order to familiarize Tara with her new duties,
Henry has assigned Martin, the senior CSR in the company, to be her direct
supervisor and coach her.
1. In the context of the material in this chapter, provide a critical analysis of
the decisions that Henry has made in assigning Martin to this role.
2. Provide a detailed discussion of Martin's new role as a performance
management leader.
Three months into Tara's training program, she seems constantly upset and has
expressed concerns that she is not able to learn the information and feels she may
be "in over her head." Henry knows that Tara is capable of the work required and
is confident that she will be a very good CSR, so he talks to her about what she
feels is going wrong. Some of Tara's comments include information that Martin
is very abrupt with her, and rather than explaining why certain procedures are
required and why certain procedures are given certain circumstances, he simply
directs her to do certain things.
3. Critically assess Martin's coaching style.
4. Discuss possible solutions to help Tara become an effective CSR. What
should Martin be doing to help her?
Transcribed Image Text:panies (pp. 80-118). New York, NY: Times Books, specifically Chap. 4, "Robert Eaton and Robert Lutz; The Copilots."
CASE STUDY 9-2
Performance Management Leadership at Henry's
Commercial Sales and Leasing
H
enry is the owner of a small real estate
agency that handles the sale and leasing of
commercial property. He has two real estate
agents working in the office, along with himself.
He also has two customer service representatives
(CSRs), each of whom has a real estate license, and
one receptionist who has worked for the company
for about three months.
Henry has recently decided that he needs
another customer service representative. He has
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