Reference no: EM132218240
Case Scenario:
Mr. Barney, the CEO, has received your memo request to be considered for further leadership positions. He has decided to put you to the test! He assigns you to help his Director of Payroll, Loretta Cash with a problem.
You walk over to Payroll and visit Loretta. She is visibly upset. She has just received her annual performance review from her manager. This is a 6-month review, as Loretta was recently assigned to this role after working with great success for 10 years in another area of the Accounting Department. As part of this review, her manager interviewed the six members of the Payroll Department, who all answer to Loretta. Loretta shares with you some of their comments:
“Loretta marched in here thinking she knows everything. She doesn’t want to listen to any of our ideas. It’s her way or the highway.”
“We really don’t know Loretta all that well. She keeps to herself…except of course when payroll deadlines are due, and then she’s all over our backs.”
“She acts as if she is perfect. I’m scared of getting yelled at when I make a mistake.”
“Most times, Loretta is fine, but when we have a deadline she micromanages us. I literally dread coming in to work on days payroll is due because I know Loretta will be watching over us like a hawk.”
Answer the following questions, and support your answers with the course materials:
What is the root cause of Loretta’s problem?
List three specific recommendations that Loretta can do today to turn this situation around. Make sure the three recommendations are actionable (in other words, Loretta can take your advice and put it into practice immediately) and specific (in other words, not too general that it cannot be easily understood). For example, “improve communication skills” is not actionable today, and too general to be clearly understood. However, “give immediate feedback to demonstrate she is actively listening” can be put into practice today and is specific enough to be understood. (Do not use this example in your answer).