When a new manager stumbles,

Who is at fault?

Submitted by : Group 4
Nida | Payal | Jitsun | Arun

Issues
GOLDSTON
E

Protagonist: Goldstone
Promoted to manager at
Bulwark Securities
MBA from Kellogg
8 years experience as a
sales rep

Goldstone was not prepared for

the new position
Senior Supervisors not supportive
Lack of relationship between
management and the Sales
representatives
Time Management issues
Goldstone had little knowledge
about how to improve buy-in at
the organization
He was not a right fit for the
managerial position
High expectations-unleash new
products, provide better customer
service-with just a 5 day
Orientation Program.
Stress translated to bad mood and
anger at a co-worker

Expectations

Expectations
EXPECTATIONS
GOLDSTON
E

Do unto reps as you

would have done unto
you
Expected all sales reps
to be similar to him
High expectations to
launch new products,
focus more on key
accounts, hire top
performers from
competitor
Support from the

BULWARK

Strict Monetary
goals- Hit the
quota!
Strict
administrative
compliance with
company policy
Push products as
per the wishes of
CEO
Manage reps on
your own

Expectations
of Other Managers
EXPECTATIONS
MacKinley

Cared about the

bottom line
Avoid any legal
implications
Goal oriented and
does not connect with
the sales rep
He considered that
top performer could
be a good manager
too

Ludlow

Result oriented
Did not question
Woodbones
decision to
accelerate the
sales of PSA
Controlled
expenses
Developing the
people and then
maintaining higher
level of customer

Woodbone

He expected that
his employees
would comply with
the policy manual
Expects them to
sell a new product
without
communicating
the direction to
the employees

Suggestion
for Goldstone
EXPECTATIONS

GOLDSTON
E

Ludlow

Goldstone must step back and analyse his

own performance.
He must admit to Ludlow that he doesnt
know what to do, but he must do so in a
way that gives her some solid material to
work with.
He must not be defensive
He must put enough on the table so that
they have a starting point on which to build
a solid plan.
He should convince Ludlow what he learned
about the company and its new strategies
during the corporate training session.
Explain Ludlow how he has tried to
communicate that message and what the
response has been.
He should get beyond the surface-level
discussions that he has had with Ludlow in

Thanks