BSBWOR501A Manage personal work priorities and professional development

Case Studies and solutions

Case study 7.1 Delusions of grandeur?
Questions
1.

Where is David going wrong in his working relationships with his team?
David certainly seems to be going in hard. Generally, this is not an effective tactic for newly appointed
leaders and the disruption to the routine, accepted ways of working and norms of the team will not be
appreciated, nor will his clear lack of trust in their honesty regarding expenses and timekeeping. His lack of
empathy for their position, his poor listening skills and his rail-roading tactics have, not surprisingly, been
interpreted as aggressive and authoritarian. The previous psychological contract seems to be breaking down.
It is not a good way to begin new working relationships.
It sounds like he is communicating poorly with Sheila, has an external locus of control (based on his flying
off the handle) and possibly low self-esteem, which could explain why he puts others down to make himself
feel good.

2.

What advice can you give David to help him develop more effective working relationships with them?

David will need to undertake some self-reflection and self-development activities. He needs to know what
others can see clearlythat he says one thing and does another. From what the trainers are saying, his
theories-in-use dont seem to agree with his espoused theories.
He should learn to communicate more clearly with Sheila and if she does make a mistake, find out why and
use it as a learning opportunity (for himself, by the sounds of it!).
He will need to treat others with respect if he is to earn any himself. As it stands, it sounds as if he is about to
lose a good team due to his own mismanagement. His managers might not appreciate that, although by the
time his team has split up and left the organisation, it will be too late.
3.

Thinking about the Johari Window, what might some of Davids blind spots be? If you were going to
help David understand some of his blind spots, how would you go about it? Explain the general

approach you would take and write down your opening comments.
Davids blind spots might include the fact that others see him as aggressive and lacking in tact and
empathy, that he doesnt communicate instructions clearly and doesnt listen and that he is
perceived as overclaiming on expenses, disliked by trainees and is alienating his team (and
without their goodwill, the career that he believes is now about to take off is bound to flounder).
Tactful Socratic questioning might help David to identify these blind spots and develop an action
plan to build his skills and protect his career. You could begin by saying something like: David, Id
like to see you succeed in your new role as team leader and Im wondering whether you would like
some feedback on how first few days have gone?
4.

Is David building trust with his team or is he draining his account? Explain your thinking.
David is rapidly draining his trust account with his team by a range of poor communication and
leadership behaviours, such as telling rather than explaining, selling or consulting, not listening, not
setting a good example, and laying down the rules in a way that doesnt take into account the
teams current working practices and working hours.

5.

David seems to be heading for conflict with his team. What do you suspect his natural style for
handling conflict is? How would you advise David to handle any conflict between himself and his
team? What skills would he need to use to notice that conflict is looming?
Davids natural style for dealing with conflict seems to be win-lose. Since this wont get him very far
as a trainer or leader, he should learn to use win-win methods for handling conflict and develop his
listening and observation skills so that he can notice looming conflict and deal with it before its too
late.