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Beverly Tucker
MBA 6334 Talent Management - Monday
March 20, 2018

Case Study 4 - Coaching

Ramesh Patel - Associate Director of Business Development at Aragon

Entertainment Limited will be having a peer to peer conversation with his cohort
Jeremy Gibson.

1. Prepare
 I would informally reach out to Jeremy to schedule an in-person
meeting offsite.
 I will take into consideration the workload and amount of stress
Jeremy is currently facing.
 My disdain for Jeremy’s work performance must be contained thus an
empathetic approach must be used as we still have another group
meeting and the final presentation.
 The specific issues that I will cover with him are his failure to

2. Convey Positive Intent

 Thanks, Jeremy for taking time out to meet with me today. I am so
excited that we have been able to team up together on this project. We
joined Aragon pretty much at the same time, and we have been
through a lot and am so glad we have a chance to work on NHB
together.
 Speaking of NHB, I am excited for a chance to be recognized in front
of our CIO, and executive leadership, which is why I asked you here
to discuss a few concerns that I have about the trajectory of our given
task.

3. Describe what you have observed

 Jeremy, your lack of preparedness thus far has raised cause for
concern for Maria and I, as we are not sure of your dedication to this
project.
 You have been unprepared for our bi-weekly meetings, and have also
missed one.
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 We agreed on our first meeting that the work would be divided

amongst our strengths, and we have not received anything from you.
 This project for NHB does not seem to be a priority for you amidst the
other projects that you are currently working on.

4. State impact of behavior or action

 As you can imagine, your lack of concern for this specific project can
reflect poorly on not only you but also myself and Maria.
 Your analysis of the usage data is fundamental to the overall narrative
that we are trying to convey with our research, not having it will be
detrimental.
 Not delivering quality information to the CIO and senior executives
on such an important project will not be received well, and an
explanation will be warranted.

5. Ask the other person to respond

 I have expressed many things today, how are you feeling Jeremy?
 Are you second-guessing your participation in this group?
 Are you aware of how your actions are and will affect others?
 What is your willingness to allocate additional time to this project?

6. Focus discussion on solutions not blame

 This opportunity that we have been given is enormous, and I do not
want to see any of us fail.
 I am willing to assist you in getting caught up in any way that I can, as
I know the visibility of a job well done will be worth it for all of us.
 Let’s meet again later this week before our next group meeting to go
over what you have done so far, and prepare for the next meeting.
 I am counting on you to do your part, and value our work relationship
enough to help you get through the challenges you are currently
facing.
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Beverly Tucker
MBA 6334 Talent Management - Monday
March 20, 2018

Case Study 4 - Coaching

Michael Lester – Engagement Manager with Lachlan Consulting providing

feedback to Nadine Roberts the Creative Department Lead of Wellman &
Associates.

1. Prepare
 I would schedule a formal meeting between Nadine and I at her office.
 Understand that Nadine and her organization are essential to not only
me, but also the future of my organization, her organization, and our
reputations.
 Come prepared with all of the progress that has been made thus far
and show Nadine where the roadblock is in finishing.
 Personal feelings of frustration cannot be displayed to the Client, and
issues must be presented professionally.

2. Convey Positive Intent

 Nadine, thank you so much for agreeing to meet with me today. I am
honored to have been chosen to work on a monumental project and
think that we have something really good here.
 I know that this is an essential project for both of us and appreciate
your dedication to this process.

3. Describe what you have observed

 Nadine, I am here to discuss my concerns on the timeliness of the
submission of a detailed resource allocation breakdown on the
creative team at Wellman.
 I also want to discuss with you your daily visits to the consulting team
and requesting pieces of analysis.
 The team and I have been working fourteen plus hour shifts to meet
the Monday deadline, and as the head of this project, I feel as though
all inquiries and requests should be passed down from me to reduce
confusion.

4. State impact of behavior or action

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 Nadine, I am sure you can understand the immense pressure we are all
under, after all, you once were where I am.
 Having not received your resource allocation data has slowed down
almost to a halt the process of completing this assignment.
 With a fast-approaching deadline of Monday approaching, it is
imperative that my team and I receive your data to present the most
factual information. Without it, half of what is shown would be based
on pure speculation.
 There leaders from corporate flying in from across the globe and they
will not appreciate anything other than facts.

5. Ask the other person to respond

 I know that I have said many things that may be hard to hear, but I felt
it necessary to explain where we are at this point.
 Can you express to me your thoughts on the progression of this
project?
 Can we agree that I will be your first point of contact in the final days
to ensure the best outcome?
 Going forward with what I have presented, what are the main things
you want us to focus on?

6. Focus discussion on solutions not blame

 We are near our deadline. Therefore I propose that for the next five
days you and I speak daily to cover progress.
 In addition to that, we should also start integrating your data to ensure
that all figures are accurate.
 I am open to any suggestions that you may have to make this project
great!
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Beverly Tucker
MBA 6334 Talent Management - Monday
March 20, 2018

Case Study 4 - Coaching

Mary Griffin – Vice President of consumer products providing constructive

feedback to a newly appointed brand manager.

1. Prepare
 Set up a meeting though assistants to meet with Simon.
 Consider the role change and the new level of responsibility and stress
that Simon is now facing.
 Gather all relevant accounts of behavior that will need to be
addressed.

2. Convey positive intent

 Simon, first of all, I want to congratulate you again on your new
position.
 I think you are doing very well and I am proud of your success with
“X Games” campaign.
 Your creativity and passion for what you do is unmatched and
something I think we all can learn from.
 Your art of persuasion to bring about change is precisely what Derby
Foods needed.

3. Describe what you have observed

 During the last brand meeting, I personally witnessed you berate a
member of your team when he made a mistake.
 It brought down the morale of your team for the duration of an
otherwise excellent meeting.
 I was also told by an employee about an incident during the first run
of production of the “X Games” cupcake packaging, where things
were not going the way you thought it should.

4. State impact of behavior or action

 Simon, if your team loses confidence in their efforts to meet your
standards, we may end up with disengaged employees.
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 They will lose respect for you and what you say, and will no longer be
satisfied at work which leads to turnover.
5. Ask the other person to respond
 I am interested in knowing what you think or how you feel about what
I have said thus far?
 Is there a breakdown between you and your team members? Could
you elaborate on how the individual relationships have been since
your introduction to the team?
 Is there anything I can do to aid you in your role as a people manager?
 How are you dealing with the stress in your new role?

6. Focus discussion on solutions not blame

 Is there anything else going on that I should know about, or that you
would like to talk about?
 It is imperative that you have a similar meeting to the one we are
having now with your team. We do not want what is seemingly a
small issue to turn into a more significant problem.
 Additionally, I would like to be a part of some of your team meetings
to be able to provide continuous feedback to you.
 I believe that you are doing a great job and I want to see you succeed
in all facets of your role.
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Beverly Tucker
MBA 6334 Talent Management - Monday
March 20, 2018

Case Study 4 - Coaching

Danielle Marcoux – Director of web design – talking up to a tenured employee

who is also the chief technology officer over a key team charged with the design
and delivery of AN2W’s upgrade of its proprietary customer loyalty platform.

1. Prepare
 With not much time to prepare after the brief chat with Pierre, there
isn’t much time to prepare this impromptu meeting.
 Understand that Charles is the chief technology officer and also the
head of this team.
 Be direct but also respectful in the delivery of the message.

2. Convey positive intent

 Charles, I am sure you had a hand in whom all were chosen to be on
this team, and I want to say thank you for making me one of those
people. It is an honor to work in collaboration with such a tenured and
knowledgeable person.

3. Describe what you have observed

 I wanted to share some thoughts with you about how things are going
since it is us two here at the moment.
 I understand that you have a personal and emotional tie to this
platform, as you built the current system yourself.
 However, I must say that this is now a team effort and I do not think
you are allowing us the creative space to share some really good
thoughts and ideas.
 I often find it hard to convey my thoughts, as you seem to redirect
them almost at inception.

4. State impact of behavior or action

 In communicating with other team members, it has become clear that
we feel as though we are not needed.
 This is leading to a lack of team morale, and it also has begun to delay
production and viable changes in the system.
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 Shutting down a debate, passion or anger from the team stifles the
creativity of the team.

5. Ask the other person to respond

 Charles, I respect your position and know that having this candid talk
with you was not easy, so I am interested in hearing what you have to
say to the things that I have brought to your attention.
 Do you foresee us being able to move forward, in a more
collaborative effort?
 What is your preferred approach to constructive criticism from the
team?
 Were you aware that these issues were issues?

6. Focus discussion on solutions not blame

 The best case scenario in this situation will be all of us collaboratively
bouncing ideas off one another and coming to a team consensus on
important concepts.
 Because of the way things have been going I think it would be an
excellent idea to have you be the cheerleader on new ideas presented
by the team. This will show the others that you are genuinely open to
change.
 However, your expertise will still be needed and is much appreciated
moving forward.