Reference no: EM132823264

Consider the following scenario: you work for a large retail organization, and you have been asked to serve as a coach to the following two individuals. Both have been successful in their careers to this point, but with both individuals, issues have been raised concerning their interper- sonal skills. There is concern on the part of top management in the organization that both need to change their style of communicating to be effective in their current positions, as well as to advance further in the organization. After you read the two scenarios, consider the questions at the end of the case.

Scenario 1:

Maria was recently promoted to manage 12 branches of the organization. Prior to this, she had successfully managed other stores for the organization. She perceives herself as enthusiastic, and seeks to be inclusive and democratic in her leadership style. Maria said that her "high energy" style of leadership had always served her ell in the past. However, in conversations with subordinates in her new position, they described her as very directive, and as having little toler- ance for underperformance. When asked about this, Maria seemed surprised, yet she was open to further discussion and interventions to address the issues of how she came across to her subordinates.

Scenario 2:

Michael is an accomplished middle-level manager in your organization. He is veny good within his functional area, but has been told that he will not be promoted further unless he learns how to manage people more effectively. When you speak with Michael's administrative assis- tant, he complains about Michael's constant sarcasm and insincerity. In speaking with Michael your- self, it seems as if he is not really listening to you as you seek to discuss this issue with him. His facial expressions and body language come across as quite negative.

Questions:

If you were seeking to coach each of these individuals, where would you begin? What types of actions and activities would you engage in, and why? Are there any communication tools or exercises that you would recommend for either of these individuals? Finally, does it matter whether you are coaching these individuals as their immediate supervisor, or as an outsider (e.g., either as an HRD professional in this organization, or as an outside consultant)?