Chapter $9$ Perlormance Management Leadershp

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CASE STUDY $9-2$

Performance Management Leadership at Henry's Commercial Sales and Leasing

Henry 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 represtentatives $($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 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. 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.

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.

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 what certain procedures are given certain circumstances, he simply directs her to do certain things.

Critically assess Martin's coaching style.

Discuss possible solutions to help Tara become an effective CSR$.$ What should Martin be doing to help her?