WHEN NEW MANAGER

STUMBLES, WHOS AT FAULT!

Group 3
V.SHARADA PGP/17/058
MATTHIEU MILHAUD IE/17/005
ANNE-LAURE VAL IE/17/00


ABOUT RAFFERTY GOLDSTONE:
Bulwark Securities
Organisation
MBA from Kellogg School of Management
Experience of 8 years as a Sales Representative with the
organisation
One of the top three performers of the Minnesota branch
Past
Promotion as a Manager at Framingham, Massachusetts
Reward
ACTIONS BY ORGANISATION
-POST PROMOTION
Sufficiency of a 5 day
course
Focussed on theories and
MBA concepts
5 day
Management
Orientation
program
The clear focus on
the target quota and
nothing else
New product introduction
Successful hiring, firing
and appraisal processes
Thrust of high
expectations
PAIN POINTS OF GOLDSTONE
Problems Faced
The initial notion that all the sales reps are
clones of self
Inability of differentiate between personal
and professional life of sales reps
Piling To-Do list by self analysis
Non-Cordial relationship between the
manager and sales reps
End
Result
A VERY BITTER
REALITY,
SHATTERING THE
PERCEIVED IMAGE
OF THE PROMOTION
IMPACT ON THE PERFORMANCE OF
GOLDSTONE:
Failed to meet quarter-
1 targets
Leading to work
overload
Causing heavy stress,
and outbursts targeting
co-workers
Converted Ms.
Pucketts call, which
was not welcomed
Leading to the
resignation of Ms.
Puckett
Also instrumental in
achieving target for
quarter-2
Recruited Vance from
Spinnaker, but didnt
fire Durkee, A very
dissatisfied Skrow
Solution by the
Management was a
mere suggestion to
join a 2 day
workshop, which
didnt help Goldstone
KEY AREAS OF CONCERN
Serious lack of Mentorship process to guide the first time
managers:
Shift from Doing Work to Getting Work Done
The difference in skillsets required from being an Individual
Performer to that of a Manager
No regular/on-the-job training for the new managers for
development of managerial and leadership skills
The Approach me if you have any problem statement is
a mere lip service rather than an actuality
The Swim or Sink approach of the organisation
SUGGESTIONS
Ensure that the Individual
stellar performer is fit for a
management role
Ensure sufficient training,
not a mere 5 day program
Start training early: Not
just after the promotion
Have a clear mentorship
programme
Encourage questions from
new managers: as these
initial interactions can
make or break the rest
Implement Transition
Week system, where the
new managers can observe
the working of senior
managers by tailing them
for a week
THANK YOU!