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(Riley and Trevon are not getting the job done, and their boss Claus has had enough. The colleagues have starkly different personalities, but what they share is a lack of performance. )

Transcript

0:00[Indistinct conversations, telephone ringing]

0:07[Knocking on door] >> Hey, guys.

0:15Uh, I'm hoping to make this as quick as I can.

0:18I haven't heard back on the e-mail inquiries that I sent you,

0:21so let's talk about where we are on the Hobart project

0:24before my director's meeting on Thursday.

0:26>> Okay. >> Don't all jump in at once.

0:33Riley, let's start with you.

0:35>> Things are moving along.

0:38Maybe a little slower than I'd like.

0:40>> And those market research figures I've been waiting on?

0:42>> I should have those for you soon.

0:44Maybe not by Thursday, though.

0:46>> In your last e-mail update,

0:47you said you were finalizing the market research data.

0:50That was two weeks ago.

0:52Why is this taking so long?

0:55>> Because I'm still waiting on two other department heads, if you can believe it.

0:59I've e-mailed them more than once,

1:01but neither seems to be in a real hurry to pass it down.

1:05>> I feel like I'm having dj vu.

1:07This is what happened on your last project -- the same exact issue.

1:12We talked about how you needed to follow up more frequently

1:15until you got what you needed.

1:16You assured me that this wouldn't be a problem in the future.

1:19>> I know, but [laughs]

1:21I mean, Camille and Che are not under my direct supervision.

1:24I can't control how they work.

1:26>> Communicating with multiple teams and department heads is standard around here,

1:29so that part of the job is never going to change.

1:33You need to figure this out, or -- >> I don't know what else I can do.

1:36I'm not their -- >> You don't have to act like their boss to get what you need.

1:40E-mail clearly isn't working.

1:42Have you tried going to their desk to talk to them?

1:45>> They're never at their desks.

1:46They just seem to float from meeting to meeting to meeting to meeting.

1:49>> Then how about scheduling a lunch?

1:51Our department will even pay for it.

1:53You'd not only have their attention -- you'd all get to know each other better,

1:56which would make for a stronger working relationship.

1:59>> I don't know.

2:01I usually don't go out for lunch.

2:03>> Then all the more reason to try.

2:06Riley, I expect my team to find creative ways to get the job done.

2:10If what you're doing isn't working -- and it's not --

2:14then you need to find new ways to adapt. >> Sure.

2:18But if I'm the only one invested in reaching out,

2:21I doubt I'll get what I need any faster.

2:24>> Again, you can't make that assumption without trying some things first.

2:29Trevon, please tell me you've been moving forward

2:32with your part of the project.

2:34>> Um, yeah.

2:35Um, there's some really quick turnaround times on this one.

2:39Um, I feel I'm a bit underwater here.

2:43The stuff I've been able to do is solid, but --

2:48>> But what?

2:51>> I can't do the forecasting I need to do on my end

2:53without getting Riley's piece first.

2:55And Riley's saying she doesn't have it because she's waiting on others, so.

3:01I just don't want all this stuff to fall on me

3:03because I'm the last one in line before it goes to you and Karen.

3:08>> Anything to add, Riley?

3:10>> I really am doing what I can, but I feel like it's out of my hands at this point.

3:14Why don't we just get the director to give them a push?

3:17Bet I'd have my data by the end of the day if she leaned on them.

3:20>> Karen's job is to make decisions based on the projections she's given,

3:24not collect the data herself because you can't do the job.

3:28Instead of making excuses, find a way to get it done.

3:33>> What if I join the market research side of things?

3:37I could work more closely with Riley to get what I need,

3:39and we both could push Camille and Che to get things done faster.

3:45>> One, you don't have the skill set.

3:47And two -- >> Riley, stop.

3:51Look, I applaud you for thinking outside the box

3:53and trying to come up with a solution, but I don't want sales and marketing

3:57to start getting mixed messages from two different people.

4:00All that will do is frustrate them more.

4:02>> But I don't want all this landing on me.

4:05If your meeting goes badly, I'm the one who gets blamed

4:07because I'm the last piece of the puzzle.

4:09>> You've said that already.

4:11Trevon, you need to figure out a way to be less anxious about this.

4:15I don't like the tight deadlines, either, but you seem to be more anxious

4:20about saving your own skin than getting this project done.

4:23>> Mm-hmm.

4:25>> And you're not stressing out enough.

4:27You need to push harder.

4:30You both are falling into the same traps as last time, and it's making this team look bad.

4:35Here's a question.

4:36Trevon, how do you go about getting the information you need from Riley?

4:42>> I ask her for it.

4:44And she usually tells me that she's waiting on someone else.

4:48And I tell her that my work is dependent on it.

4:50>> And then?

4:52>> And then she usually tells me that she'll get it as soon as she can.

4:58And I usually wait a few days. >> A few days?

5:02>> Yeah, um, I don't want to annoy her by e-mailing her every five minutes.

5:10I don't think she likes me very much as it is. >> This isn't about her liking you.

5:16It's about her giving you what you need to do ur job.

5:19Seriously, Trevon, you've got to work on your self-esteem.

5:23Download a meditation app or something.

5:25>> That'll solve everything. >> And what about you?

5:29Do you worry that if you keep asking Camille and Che that you're gonna annoy them?

5:33Is that why you don't ask? >> I do ask, and if it annoys them, too bad.

5:38But I'm also not gonna babysit them 24/7.

5:41They know I'm dependent on them,

5:43and they're either gonna do their job or they're not.

5:46>> But put yourself in my shoes for a second as leader of this team.

5:50From my point of view, you haven't been doing your job at all.

5:54>> That is just not true!

5:56We got a lot of things done in the last project.

5:59It all came together eventually.

6:01Karen was happy.

6:03>> Not without a lot of hand-wringing and way too many delays for my taste.

6:08I gave you an opportunity to change course on this project

6:11and not make the same mistakes, yet here we are.

6:15I want you to give me your projection data by Thursday morning, before 10:00,

6:19so I have time to review it before my meeting with Karen.

6:22We're at the end of the line here.

6:24>> I'll try. I promise.

6:26>> No.

6:28No more trying.

6:29Only doing. >> But, Claus, uh --

6:33There's no way I can get all that forecasting done

6:36from that small window of Thursday morning to afternoon.

6:39There's just no way.

6:41>> I'm not asking you to.

6:43Clearly, you're not capable of working under pressure, anyway.

6:46I'll have Karen focus on Riley's data first, then I'll let her know

6:50that you'll give me the next piece by the end of the day Monday.

6:53Sound doable? Good.

6:56>> So, do you still want me to schedule this lunch?

6:59'Cause I don't think we have enough time before Thursday, and --

7:02>> Riley, I'm not interested.

7:04Just get me the data.

7:06>> Okay.

7:09>> So, uh, should I e-mail you to set up a time to go over the forecast on Monday, then?

7:14>> That would be great.

7:19Anything else?

7:23Then thanks for your time.

7:28You can go, Trevon.

7:34>> Oh, God! I am so sorry.

7:36Um, uh, can I help you?

7:38>> Just leave it.

7:40It's fine. >> Are you sure?

7:41>> Yes.

7:43We'll talk later.

8:00I'm so frustrated with Riley and Trevon, for very different reasons.

8:04Riley just refuses to find flexible,

8:06creative ways to get what she needs from other teams.

8:10Everything's always "out of my hands."

8:13It's always someone else's problem, and never hers.

8:17And Trevon is so fragile that I feel like anything

8:19that comes out of my mouth is gonna be triggering.

8:23I suppose I could consider having him shift roles with Riley.

8:27He'd probably be anxious enough to get what he needs from Camille

8:29and Che a lot faster than she can.

8:32But whatever we do, he needs to figure out how to adapt to his work environment.

8:36He's a very bright guy, but this anxiety's gonna hamper him.

8:41In the meantime, let's just hope Riley can get me what I need

8:43before my meeting with the director.

8:46I have serious doubts.

8:47But, okay, I'm not blameless either.

8:50I wanted to be the good guy and give Riley a second chance,

8:53but I didn't take the time to actually give her the tools she needs to improve.

8:57Instead, she's just been treading water this whole time while Trevon flounders,

9:01waiting for someone to rescue him.

9:03And now all three of us are about to drown.

You are expected to look at the presented situation from two perspectives:

Assessing effectiveness of task distribution and overall work processes in this team;

Assessing effectiveness of the discussion you just watched.

In both parts you have to identify the problems, analyze what could have been done better and recommend to participants some avenues for improvement in future. Avoid general statements, try to be as specific as possible, illustrating your points with references to the case content. Try to be impartial in your analysis, beware of your biases which might affect your judgement

must contain the following sections: intro, mainbody, conclusion, and recommendations

All above-mentioned sections must be well aligned

at least 6-8 relevant citations from the textbook and other sources

Problem identification

At least 3 problems related to assigning tasks and organization of work are identified

At least 3 problems related to the flow of discussion are identified

Key problems and less important ones are separated with solid justification

Analysis is specific, impartial and focused on all participants of the situation

"What-if" analysis

Various scenarios of what could have been done differently are developed for each of the key problems identified in the previous part

Scenario modelling is based on research and/or textbook recommendations

Conclusion and recommendations

The conclusion part clearly and concisely summarizes the main findings from previous parts

At least 5 recommendations are formulated

Recommendations are specific and relevant