Case Study You Can’t Make Stuff Like This Up Steve once worked as a regional sal

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Case Study You Can’t Make Stuff Like This Up Steve once worked as a regional sales director for a large health insurance company called Blue Star Health. Blue Star Health was once quite successful but had become complacent over the past five years. Competitors gained market share using aggressive marketing and sales tactics, and Blue Star was selling antiquated products and using inefficient processes for settling claims. With falling revenues and margins, Blue Star became an acquisition target and was bought by Anthum, a Fortune 100 company. At the conclusion of the deal Anthum brought in an injection of cash, a reputation for operational excellence, and a new vice president of sales, Jim Blaylock. The CEO of Anthum described Jim as bright, experienced, successful, and “more energetic than the Energizer Bunny.” Jim had joined the corporation immediately after college; because of his “potential” the company sent him to law school and rapidly promoted him into increasingly responsible positions. Senior management had tremendous confidence in Jim’s leadership abilities and appointed him as the vice president of sales in Blue Star Health, even though he had no previous sales experience. Steve was initially impressed with Jim’s freshness and energy; he was constantly touting “Midwestern values” and the “work ethic of the Mid- west.” However, the sales management team soon became disenchanted with his views: Steve and his sales team were working 70 to 80 hours a week and becoming exhausted and frazzled. Moreover, Jim’s interactions with internal and external clients were lessons in poor human relations. He seemed to seek confrontations, and as time passed, his behavior became steadily more extreme. Jim harangued people, ignored appointments and made no excuses for missing them, made promises he never kept, called sales directors at 6:00 a.m. with insignificant questions, and abused brokers. Those who questioned Jim’s leadership were summarily dismissed. One day Jim asked Steve to arrange a meeting with a broker at 9:00 p.m. The broker was from a large benefit house and was older, and the meeting time was late. However, he was a longtime personal friend of Steve’s and as a courtesy agreed to the meeting. Jim did not show up for the appointment and would not answer Steve’s calls to his cell phone. After an hour, Steve and the broker went home. When Steve asked Jim why he missed the appointment, he said he was drinking with a friend and did not think the meeting with the broker was important. Jim refused to apologize to the broker and was surprised when business with the broker’s organization came to an end. Jim loved working on high-visibility projects and landed an opportunity to convert the membership of another acquired company to Anthum. This was an important project for Anthum, and shortly thereafter Jim set up an elaborate “war room” in which all sales planning and action would take place. He asked Steve to lead the conversion project, repeatedly announcing that the acquisition was to garner new contracts and to bring quality employees into the organization. At this point Steve had over 70 direct reports in five different locations across the state and some aggressive sales targets. It would be impossible for Steve to hit his revenue numbers and run the conversion project. But Jim cut Steve no slack, and the computer system intended to convert the contracts did not work. Jim spent no time with any of the newly acquired sales team members, and as a result they showed no interest in working for Anthum. Yet Jim made grandiose statements about the quality of the sales force at the acquired company, which implied the current sales employees were unsatisfactory and fostered a sense of mistrust in both sales organizations. Because of Jim’s shoddy treatment, the long hours, and poor sales and invoicing processes, the morale of the sales team began to plummet. Tantrums and tears occurred frequently, and Steve spent a lot of time smoothing feathers and telling team members that things would get better over time. But there was only so much Steve could do, and as team members began to quit, Jim blamed Steve for the decline in department morale. As the situation continued to deteriorate, Steve requested that Jim meet with the remaining staff to talk about their frustrations with Anthum. Jim opted to set up an all-employee breakfast at a local restaurant to address their concerns. The night before the meeting a major snowstorm hit the city, and the streets were covered with a foot of snow. Some employees had to drive 40 miles to attend the meeting, but everyone made it to the restaurant. The only person missing was Jim, and Steve started calling him 10 minutes before the meeting start time to check on his status. Jim did not answer, so Steve began to call and leave messages every five minutes. Jim finally answered his phone 30 minutes after the meeting start time and told Steve that the reason he was not at the meeting was that he decided to go skiing and people would have to meet with him another day. He also asked Steve to quit bugging him by leaving messages every five minutes. Steve could do little to put a positive spin on this message, and the employees left the restaurant bitter and hurt. Of the 60 people who showed up for the meeting, only one was still with Anthum six months later. Jim never acknowledged his behavior and was “shocked” at the turnover in the sales group. Despite the turnover and declining sales revenues, Jim was still considered the company’s darling, and it was commonly believed that the CEO tacitly condoned his behavior.

Discussion Questions:

a. How does Jim’s behavior depict the dark side of leadership described in Chapter 15 as it relates to “bad leadership, managerial incompetence, and managerial derailment”?

b. How would a leader exhibiting the four characteristics of admired leadership noted above by Kouzes and Posner respond in this case study, in contrast to Jim’s behavior?

Explanation / Answer

a) Jim’s depiction of the dark side of leadership:

Bad Leadership: when the leader can effectively build team and get results but the means are ethically and/or morally challenged. Jim displayed bad leadership as he dismissed the ones who questioned his leadership. Because of Jim’s bad treatments, long working hours and poor sales and invoicing processes, the sales team morale plummeted. When the team members started to quit, Jim blamed Steve for the falling team morale.

Managerial Incompetence: when the leader is unable to build teams and get results. Jim showed managerial incompetence as his sales team were frazzled and exhausted, working 70-80 hours a week. Jim spent no time with any of the new acquired sales team by Anthum and when they showed no interest in working with the company, Jim made negative comments about the quality of the sales personnel at the acquired company.

Managerial Derailment: when leaders fail to: build teams, meet business objectives, make business relationships with coworkers, adapt to new business structures, bosses, and culture. Jim showed signs of managerial derailment as his interactions with the internal and external clients were like lessons in poor human relations. He found ways to seek confrontations, and his behavior became more and more extreme with time. He, harangued people, unapologetically missed appointments, made hollow promises, called sales directors at inappropriate times with insignificant business, and abused brokers.

b) The four characteristics of admired leadership noted by Kouzes and Posner are honesty, forward looking, competent and inspiring. Jim lacked all these qualities, and a leader exhibiting these four characteristics would have responded better to the internal and external clients, brokers and team members. He would have kept his promises and valued the time of others and instead of blaming other people for failures, he would have reflected on his leadership, and tried to change the way things were handled at Anthum.

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