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CH15 Apply Your Skills: Case for Critical Analysis "What's Wrong with the Team?" What's wrong with the team? Rankin furiously scribbled What's wrong with the team? What's wrong with the team? as his thoughts raced: Nichole Dyer's words repeated over and over in Henry 1. The deadline is ridiculously short. Dyer had scheduled a Rankin's head as he boarded the plane from Los Angeles to ten-week completion deadline for the new CRM software, Chicago. including installation and training for both cities. Rankin is responsible for the technical implementation Rankin suddenly stopped writing and drew a rider and of the new customer relationship management (CRM) horse, then returned to his list. software being installed for the sales offices in both cities. 2. I feel like some frazzled pony-express rider running back The software is badly needed to improve follow-up and forth across the country, trying to develop, build, set sales for Rankin's company, Reflex Systems. Reflex sells up, and work the kinks out of a new system that everyone exercise equipment to high schools and colleges, as well at Reflex is eager to see NOW. as to small to mid-sized businesses for recreation centers, through a national force of 310 salespeople. The company's He was interrupted by the flight attendant. "Would you care for a drink, sir?" low prices have won a lot of sales; however, follow-up "Yes. Make it a scotch and water. And be light on the service is uneven, and the new CRM system promises to water." resolve those problems, with historical data, inquiries, Rankin took his drink and continued to write. reminders, and updates going to sales reps daily. The CEO of Reflex has ordered the CRM system installed with all 3. Thank God for LA. From the outset, Barry and Max had worked feverishly while avoiding the whining possible haste. Rankin pulled a yellow pad and pen from the side and complaining that seemed to overwhelm members pocket of his carry-on bag and tossed them on the seat of the Chicago team. The atmosphere was different. beside the window, stashed the bag in the overhead Although the project moved forward, meeting compartment, and sat down as other passengers filed past. deadlines, there appeared to be less stress. The LA guys In an effort to shut out his thoughts, he closed his eyes and focused tirelessly on work, with no families to consider, concentrated on the muffled voices and low whooshing alternating intense work with joking around. Those are sound of the air vents. He wrote "What's wrong with the my kind of people, he thought. team?" three times and began drawing arrows to circles 4. But there is Chicago, he wrote. Earlier in the day, Sam bearing the names of his team members: Barry Livingston Matheny from sales had e-mailed, and then called, and Max Wojohowski in Los Angeles, and Bob Finley, Rankin to tell him that the two remaining members of Lynne Johnston, and Sally Phillips in Chicago the Chicago team appeared to be alternating between He marked through Sally's name. She had jumped bickering and avoiding one another. Apparently, this had ship recently, taking her less-than-stellar but still-much- been going on for some time. "What's with that?" Rankin needed talents with her to another company. It was on a wondered. "And why did Sam know and I didn't?" previous LA-to-Chicago flight that Sally had pumped him So that morning, before his flight, Rankin had to make for feedback on her future with Reflex. She had informed time to call and text both Finley and Johnston. Finley him that she had another job offer. She admitted it was for admitted that he had overreacted to Johnston. less money, but she was feeling under pressure as a member Look, man. I'm tired and stressed out." Finley said. of the team and she wanted more "quality of life." Rankin We've been working nonstop. My wife is not happy." told Sally bluntly that her technical expertise, on which "Just get along until this project is completed "Rankin he placed top importance, was slightly below her peers, ordered. so future promotion was less likely despite her impressive "When will that bet" Finley asked before hanging up. people and team skills. Rankin thought about Nichole Dyer's persistent He wrote quality of life" circled it, and then crossed complaints to him that the team appeared to have a lack it out and wrote what the hell?" "Why should she get of passion, and she admonished him to get your people to quality of life?" he mused. "I've barely seen my wife and understand the urgency of this project." Her complaints only kids since this project started." Rankin's team was under added to his own stress level. He had long considered himself a great deal of pressure, and he had needed Sally to stick the front-runner for Dyer's job when she retired in two years. it out. He told her so, but the plane had barely touched But had his team ruined that opportunity? The sense of down when she went directly to the office and quit, leaving urgency could be measured now in the level of stress and the the team shorthanded and coo close to deadline to add long hours that they had all endured. He admitted his team another body. members were unenthusiastic, but they seemed committed. Rankin wondered, "Is it too late to turn around and restore the level of teamwork?" He tore off the sheet from the pad, crumpled it in his hand, and stared out the window. 2. What would you do now if you were Rankin? How might you awaken more enthusiasm in your team for completing this project on time? Suggest specific steps. 3. How would you suggest that Rankin modify his leadership style if he wants to succeed Dyer in two years? Be specific Questions 1. How would you characterize Rankin's leadership style? What approach do you think is correct for this situation? Why