1- Identify the problem or ethical issue?

2-What are the facts?

3-What are some possible solutions?

4-What are you going to do ?

5-How are you will know if your decision was the right one ?

Chapter Seventeen Leadership 549 Case Application Dale Earnhardt, Inc. Stock car racing is one of the fastest-growing spectator sports in the United States and attracts fans from all differ- ent demographics. One of the most popular NASCAR (National Association for Stock Car Auto Racing drivers was the late Dale Earnhardt, who died in an accident at the Daytona International racetrack on February 18, 2001. After his death, there were questions about the future of his racing empire, Dale Earnhardt, Inc. (DEI), an organiza- tion with annual revenues of over $20 million. However, Earnhardt's widow, Teresa, was determined not to let any. thing happen to the organization Dale had worked so hard to build. She went from a behind-the-scenes negotia tor for Dale Earnhardt merchandising to the CEO of a multimillion dollar organization with four race teams and an assortment of other business ventures. And in so doing, she had to take on a leader's role. Teresa Earnhardt isn't a flashy person and doesn't enjoy being the center of attention. She tends to be more emotionally guarded by nature, and she's not comfortable with having to engage in small talk. She says. "I'm not an entertainer. However, I'll do what I need to do. She prefers staying in the background. For instance, on race weekends, while other NASCAR owners make the rounds of the garage area, Teresa negotiates business deals, reads through contracts, and deals with employee issues. She approaches decisions differently from her late husband, as well. While Dale was more adamant, spontaneous, and headstrong-after all, his racing nickname was "The Intimidator-Teresa makes more calculated decisions. She uses her quiet demeanor and strong determination and character to make DEI even more successful DEI's female CEO may be quiet and subdued, but she's no pushover. Soon after assuming control of the com- pany's business decisions, Teresa eliminated some excessive corporate expenses, one of which was Dale's helicopter, a luxury she felt was no longer necessary. Michael Waltrip, one of the drivers for DEI, says, "When it's the gloomiest and the darkest and other people say there's no way, that's when she really shines. She comes in with her style and takes control and fixes things." At the end of the 2002 Winston Cup season after finishing eleventh and four- teenth in the point totals standings, several high-ranking company executives were in a room discussing the pluses and minuses of the season when Teresa said, "How do I tell you guys you did a good job, but your results stink?" It was a "subtle reminder that the season wasn't up to the stan dards she and Dale were used to." Teresa's leadership style has had to evolve to meet the demands of running a successful business in an industry that's very much male dominated. NASCAR president Mike Helton has talked to her about becoming more visible- something that he thinks is important for her team and for the sport in which there are few women in positions of power. Teresa recognizes that there are times when as the organization's CEO, she needs to be out in front as the company's spokesperson. For instance, in January 2003, Teresa helped Dale Earnhardt Jr. unveil the logo for the shop of his new Busch series team. And she continues her work behind the scenes as well. Teresa helped sign her other well-known driver, Michael Waltrip, and his primary sponsor, NAPA Auto Parts, to a new contract. So Teresa does what needs to be done. She's using her skills and strengths and working on her weaknesses to be the type of leader that will help her company survive and thrive in the rough-and-tumble racing business