nRATEGIES 2 LEADER IN ACTION g. Tomé, the Home Depot CFO r bosss is chief financ
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nRATEGIES 2 LEADER IN ACTION g. Tomé, the Home Depot CFO r bosss is chief financial officer time in terms of unusually broad responsl decline e Depot inc. is chief financial offic in that position. She is also execu in the areas of real estate, financial services, strategic business substantial decline in customer satisfaction. However during Nardelli's sixyear reign, Tomé was promoted ps, and a from treasurer to cFO, and her responsibilities expanded to include store operaticns and customer to quest of corporate services, and areas of pt snip to the company o ent, inclu service Her colleagues say she has advanced by combining intelligence with a passion to learm the busi efer- initiatives. Her areas of respon- to as the central nervous sys high-level din The Home Depotness from the hammers and nails on and growth necpany. Prior to joining The Home De ore of the world's largest have was vice presi to mix paint for a customer. Tomé tours of Riverwood Intenational Corpora- store a week, talking to Tomé tours at least one board, and customers and asking que tions of store associates. Tomé is on Tomé is also a member of the UPS e Board of tion of ninety orange aprons (The Home Depot trademark) that employees decorated for her as a gift the board of the Federal Reserve tion of proud of her collec recognized for her ability to get along during store visits. Her favorite de and outside Home Depot. Yet she with sequins-the only such jeweiry-decorated aorgon worked hard to hone her interpersonal the company Tomé is widely aim people inside adits to sils. She says derail her akes. Being eam to apron is one blinged out that she has never done anything to Tomé was bom in a log cabin hosptal in Jackson r but that she has made a few mis- Wyoming. She holds a bachelor's degree in commurica a passionate person, she has had to tion from the University of Wyoming, and an MBAin channel that passion in ways that rally the troops. Tomé says, "I've also learned that it isn't about me; it is about everyone else. Putting people first is absolutely the right thing to do. I didn't always do that, but I do now. For more than eleven years, I've finance from the University of Denver. QUESTIONS 1. What evidence do you find in this stony to suggest 2. What does having worked for four different CEOs never lost anyone on my team that I didn't want to lose. that Carol fomé has good portcs 'm proud of that. was highly focused on the deal instead of people. One ness of Tomé's poltical sk and who could blame her?" said Tomé. She also said lowing sources:Chris B Bumt. without being replaced suggest about the efflective Tomé also explains that earlier in her career she 3. Which types of power does Tomé appear to possess? story created from facts and observations in the fo , Home Depet's Fuxit Lady, Bloomberg Businessweek, January 17-Janay 23, 2011. 64-67; are 0 & A with: Carol B. Tomé, (www.facebook.com/DareforWomen 1-3: Kate Benner, "Home Depet's com, October 23, time she conducted a performance review with one of ner employees over the phone. "The next day she quit, Sources: that she could never repeat the mistake, practices and how she she servant leadership, and always puts people Accessed January 3, 2014, pe. (www.womenetics.com), November 6,2012,pp. 1-2. Carol 8.Tomé & Executive Vice President, The Home Depot first Home Improvement Star." www. FortuneMagazine with Home Depot, she is the 2012, pp. 1-2: One on One with The Home Depat's Carol Tame Chief Financial Officer senior executive to work for all four of its CEOs. .Accessed January 4, 2014 particular, Robert Nardelli, had a difficult Inc. (www.pressroom.ups.comExplanation / Answer
1. The evidence that suggest that Carol has good political skills is :
2. She is working with Home Depot from the last 17 years and was the only senior executive who was not replaced and worked under 4 different CEOs. It shows Carol was able to get along with different personalities as working style of not even 1 CEO can be the same. Every CEO has a different style of management and policies with respect to the customers and the employees and the fact that she was promoted from treasurer to CFO under the CEO Robert Nardelli, who had a hard time adjusting to the company and whose poilicies also lead to the decline in customer satisfaction, shows that Carol had a great networking and interpersonal influence and was able to adapt according to any situation. She was compassionate towards her employees and also used to take tours of the store to learn more about the customer's preferences and having a personal connection with them.
3. Carol is a great manager and widely popular among the employees and the customers. She used to put her employees and customers above the organization itself. She was adaptable and was able to work well with very different personalities whether it was CEOs or her team-mates. She handled multiple responsibilities (CFO, store operations, customer service) with grace and was continously motivating everyone in the organization.
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