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Lisa Benton Case Study

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Robert Alan Bast, II
Lisa Benton Case Analysis
Jack Welch Management Institute
Dr. Denis Tocci
JWMI 510

Abstract

In this case analysis I will focus on Deborah Linton and Lisa Benton. Deborah Linton is the Product Manager and is Lisa Benton’s direct supervisor at Houseworld. I will look at Deborah Linton’s leadership approach applying concepts from JWMI-510. I will act as a consultant to Deborah Linton and make recommendations on how she can build an effective team. I will point out why Lisa Benton has not been effective in influencing her boss and colleagues. Finally, I will discuss what incidents Lisa Benton could have handled differently at Houseworld and give recommendations on how she can get her career back on…show more content…

“ MBA’s act like they know a lot more than they do. The only way to learn is on the job and your formal education won’t help you. I’ve known some Harvard MBA’s, and I don’t like them” (Webber p.4). Based on Jack Welch, Winning, Leadership is the ability to forge paths for others to follow. Good leaders possess high energy, can articulate a vision and inspire others to perform (they see the strengths in other people and help drive it out). Good leaders know it’s not about you, the greatest joy a leader should have is watching members of your team succeed. Linton’s initial comments to Benton did not paint a friendly picture for her new employee and went against what Welch believes Leadership is.
Throughout this case study, Linton broke Jack Welch’s eight rules of an effective leader. In this case study I will highlight two rules of Jack Welch that hurt her ability to display good leadership. (Rule #1) “Relentlessly upgrade your team. In every encounter with them, evaluate, coach, and build self-confidence"(Welch p.78). Linton failed to find time for Lisa Benton from the very start. Linton failed give the “needed feedback” to her staff; especially Lisa Benton she was “running blind” with little direction and no coaching. If Linton had taken the time to layout out Benton’s first 90 days she would have given Benton a path for understanding her new role and the opportunity to succeed by having DIRECTION. Since Linton failed to plan out the first 90 days this was

To: Lisa BentonFrom: Jolissa HolsemDate: October 20, 2016RE: Lisa Benton MemoExecutive SummaryYour career at Houseworld is not developing as fast as you wished it was, and you are considering if accepting a job there was the right choice. During your first four months, you have experienced many lows such as working with Ron Scoville, who is known to be hard to get along with, as well as Deborah Linton who has a sharp mindbut has limited mentoring skills. Some of Scoville’s advice opposes what Linton wanted from you, thus you appear shy and lacking of self-motivation. You can relieveyour problems with working at Houseworld by meeting with Scoville on a regular basis, meet with Linton to discuss your personal performance and create stronger relationships with your coworkers.AnalysisDeborah Linton has been an unsatisfactory mentor. Linton did not even take a couple minutes to answer your questions, I know that she mentioned that it was a busy time in the product management cycle but as a mentor she needs to take a few minutes out of her time to answer your questions. In your first meeting with Linton, she states “I’ve known some Harvard MBAs, and I don’t like them”. This is clearly an example of stereotyping and a form of confirmation bias, which are shortcuts to judging others. Linton is automatically identifying you to have the same personality as the Harvard MBAs that they have had in the past. Linton tells you to research Pure& Fresh and learn more about Houseworld, and never seems to give you much responsibility. Besides trying to separate your assignments as much as possible withScoville, Linton has not assisted at all with the conflict between you two. Often times,when you ask Linton a question or for a meeting, it will take days for her to be able to respond. This causes a gap in communication, which leads to inefficiency and worse performance.

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