Case Studies and Solutions Chapter 7

BSBWOR501A Manage personal work priorities and professional development Case Studies and solutions Case study 7.1 Delusions of grandeur? Questions 1.

Where is David going wrong in his working relationships with his team? David certainly seems to be ‘going in hard’. Generally, this is not an effective tactic for newly appointed leaders and the disruption to the routine, accepted ways of working and norms of the team will not be appreciated, nor will his clear lack of trust in their honesty regarding expenses and timekeeping. His lack of empathy for their position, his poor listening skills and his rail-roading tactics have, not surprisingly, been interpreted as aggressive and authoritarian. The previous psychological contract seems to be breaking down. It is not a good way to begin new working relationships. It sounds like he is communicating poorly with Sheila, has an external locus of control (based on his ‘flying off the handle’) and possibly low self-esteem, which could explain why he puts others down to make himself feel good.

2.

What advice can you give David to help him develop more effective working relationships with them?

David will need to undertake some self-reflection and self-development activities. He needs to know what others can see clearly—that he says one thing and does another. From what the trainers are saying, his theories-in-use don’t seem to agree with his espoused theories. He should learn to communicate more clearly with Sheila and if she does make a mistake, find out why and use it as a learning opportunity (for himself, by the sounds of it!). He will need to treat others with respect if he is to earn any himself. As it stands, it sounds as if he is about to lose a good team due to his own mismanagement. His managers might not appreciate that, although by the time his team has split up and left the organisation, it will be too late. 3.

Thinking about the Johari Window, what might some of David’s blind spots be? If you were going to help David understand some of his blind spots, how would you go about it? Explain the general

approach you would take and write down your opening comments. David’s blind spots might include the fact that others see him as aggressive and lacking in tact and empathy, that he doesn’t communicate instructions clearly and doesn’t listen and that he is perceived as overclaiming on expenses, disliked by trainees and is alienating his team (and without their goodwill, the ‘career’ that he believes is now about to take off is bound to flounder). Tactful Socratic questioning might help David to identify these blind spots and develop an action plan to build his skills and protect his career. You could begin by saying something like: ‘David, I’d like to see you succeed in your new role as team leader and I’m wondering whether you would like some feedback on how first few days have gone?’ 4.

Is David building trust with his team or is he draining his account? Explain your thinking. David is rapidly draining his trust account with his team by a range of poor communication and leadership behaviours, such as telling rather than explaining, selling or consulting, not listening, not setting a good example, and laying down the rules in a way that doesn’t take into account the team’s current working practices and working hours.

5.

David seems to be heading for conflict with his team. What do you suspect his natural style for handling conflict is? How would you advise David to handle any conflict between himself and his team? What skills would he need to use to notice that conflict is looming? David’s natural style for dealing with conflict seems to be win-lose. Since this won’t get him very far as a trainer or leader, he should learn to use win-win methods for handling conflict and develop his listening and observation skills so that he can notice looming conflict and deal with it before it’s too late.