The scenarios are in reference to the case study provided in Assessment Task 1. Read the case study first for better understanding of scenarios.
You are looking at the profile of one of your team member Bill. After looking into the profile you find that this employee is a bit of concern for you. You noticed that his performance is very good and he demonstrate complete professionalism. He has never failed in achieving his performance and sales targets. He is very knowledgeable about the products and its attributes. He also demonstrates very high skill levels in customer service.
However, he never respond to team training, neither attended any training sessions conducted for improving team morale. While other team members feels energetic, enthusiastic and motivated after team building sessions, Bill seems to be emotionally drained while interacting with other team members. You have received a feedback from team members that they would rather like to work individually, but are not willing to work with Bill. Work with Bill is like suffocation for other team members. You feel really frustrated.
• How will you control your emotions?
• How will you identify what Bill is feeling? (HINT: Principles of emotional intelligence)
• Give any FOUR examples (with a very short brief) each of Learning styles; Personality types; and Communication styles.
• What learning type and personality style you think is best suited for Bill?
• Which communication style you would use to communicate with Bill regarding your response?
• How would you adjust your response so that your needs (emotional needs, team cohesiveness needs) are satisfied?
• How would you adjust your response so that Bill’s needs (emotional needs, performing within a team environment) are satisfied?
As discussed in Scenario 1 of Assessment Task 1, there has been a significant drop in sales of high end mobile handsets. This is because of local and small competitors. There was a broad discussion about this situation in company head office and senior management reaches to a conclusion that some action should be taken to mitigate the issue.
The management decided to increase performance and sales targets for some employees and scrap some team cohesion training session. This will lead to increase in sales while reducing some overhead costs. Each manager was given the responsibility of implementation of decision within their respective departments. While implementing this decision, it is important to consider the emotional impact on staff and impact of WHS. This is mainly because of measuring the impact on team performance towards achieving the goals.
• What could be the negative impacts on business when considering emotionally affected people?
• How considering emotional impact of decision-making could lead to better decision-making and business performance?
• List FOUR steps of decision making that takes ‘emotional impact’ into account. (HINT (from case study): increased targets, scrapping training sessions)
• Discuss SIX possible policies, legislations related to the case study and given scenario. (HINT: Privacy law, Equal Opportunity, Anti-discrimination, Ethical principles)
• According to the case study, why WHS legislation is considered as an important legislation.
Your employee Ross is a star performer of your sales team. He consistently achieves targets and has excellent customer service ratings. He has been looked as a model employee in recent times. You have noticed that Mark is preoccupied with something, which has resulted in downward line in overall team performance. Team has stopped relying on his expertise when it comes to help in serving customers. This in turn is negatively affecting work climate. New employees are feeling disliked and disrespected. They also feel that the company does not possess teamwork values. Newer employees feel hesitant on relying on seniors, skilled staff and even doubt their own capabilities. This situation can have adverse impact not only on team sales performance, but also on other metrics. You have not been pro-active enough in understanding Mark’s motivation and strength and in providing leadership development opportunities. When you had other problems (personal and professional), you overlooked Mark. You discussed with Mark about some training in emotional intelligence like self-awareness. You discussed with Mark about his commitment and goal-driven approach and told him that he has the potential of becoming a future leader. You have recent received performance and appraisal card for Mark, which is stated below. You have underlined the under-performance. You want to conduct a session with Mark to enhance his performance and get the team performance back on track.
• Make a report by asking Mark to describe his own performances, personal situation, and obstacles to performance.
• Ask Mark about what he feels related to team cohesiveness feelings, job satisfaction and job security?
• Display your model emotional intelligence through empathy and learning skills.
• Make a table of Mark’s strength and weaknesses related to emotional intelligence. You should focus more on his strength and try to make his weakness as future opportunity for professional and personal development.
• Make a report on Mark’s goals and performance gaps. You should either use GROW model or FUEL model of coaching. (HINT: GROW: Goal, Reality, Options, Way forward…. FUEL: Frame the situation, Understand current state; Explore opportunities, Lay out success plan)
• Ensure you focus more on future options and strategies to obtain desired outcome.