'People Management Case Study\r'

'The SITUATION: the Ben Brooks’ dilemma Ben Brook, 43 years old, a solid professed(prenominal) with 20 years of control at Livingstone Corp. , is extremely disap even surfaceed for non having been promoted chief operating officer of his conjunction. For the first sequence in his tone, he is reflecting round his in-person and professional person history and choices, trying to nominate virtu anyy lessons for the future. He considers interposeting his social club for a CEO mull in a nonher one. The FACTS: Ben Brooks’ walk out(prenominal)ized and professional life Our lift offing testify ordain be to understand ( through a 3 p seasons letter) who Ben is as a person, and as a professional.We can deduce s invariablyal(prenominal) key face-to-faceity clues, based on the incidents in the letter: ? An â€Å"achiever”: born(p) in 1935, graduated with honors, joins Livingstone at the age of 23, promoted to an authoritative position later on entir ely 4 years in the company, promoted youngest ever Executive VP (35 years old) after 12 years in the company. ?Loyal to the company and proud of it: entire c arer at Livingstone (20 years) ? â€Å"Work-aholic” at the expense of his family: regularly pass evenings and week remnants in the office. Forgets virtually taking vacation.Immersed by work, leaves solely energies in the office and flush its in dedicated some to his wife and kids. iodine anecdote: after divorce, lives in a NYC hotel close to the office. ?Self-confident: desires some others ordain circuit board and reward him for his give professional skills. ? lessened (or none) circle of friends: having written this letter, at this point in prison term, to a professor he has neither seen nor talked to in the ultimo 20 years seems manage a blind drunk sign that he had nobody walk-to(prenominal) with whom share his dilemma. The ANALYSIS: Ben Brooks’ visibility 1. Psychological TypeWith the limited in formation purchas equal to(p) in the letter, we can guess Ben is an NT grammatical case (â€Å"Intuitive Rational”): Ben is fascinated by power, he is precise ambitious and believes he get out progress and be acknowledge / rewarded by others as a pass on of his sustain personal competences. As we said, he is a â€Å"work-aholic”, his competence seems never nice to him and he lives permanently with the fear to â€Å"fail” (ie. to non getting as game as he believes he deserves). He is a â€Å" quite a littleary” and permanently challenges the status-quo: a good recitation is the â€Å"direct speak to model” Ben developed and implemented at Livingstone only 2 years after having joined the company.In his professional relationships with others, NT fountwrites are overbearing in that comprehend that they assume a small contri just nowion from his peers and team since, ultimately, â€Å"they are not as good as I am”. At the homogen eous time, as contradictory as it whitethorn seem, he can be as highly demanding with others as he is with himself. The NT types could go as far as hurting others’ feelings without even noticing it. Worth noting: there is hitherto one component in Ben’s personality which could have led us to classify him rather as an SJ type.Ben is connected to deliver on his promises and objectives and, in that respect, he values duty above all and dedicates all of his time and vigour to his work. That said, an SJ type is overly very sensitive to others, to obstetrical delivery harmony to the relationships and his â€Å"duty sense” goes beyond work to in any case his family. This is clearly not the case for Ben. ? To further complete this picture, Ben seems to be more than of an INTROVERTED type: tight to narrate through the letter and he does not seem alike(p) a very social or externally-focused person.He does not seem to be sourcing his nil from others, but rat her from himself and his work. He emphatically prefers communicating in written, even to a professor he has not seen for the past 20 years (! ) which clearly shows how pocketable genuine interest he has in knowing how others (the professor) are doing: he dedicates 3 pages to talking exclusively near himself and his dilemma. On the 4th axe, Ben seems more like a JUDGEMENT type: he enjoys supply is work and is excited about stint objectives. That said, we do not have very much more information about this topic. 2.Motivational indite Reading through his letter, we can sense Ben has consistently been moved by mostly INTRINSIC MOTIVATIONS, with some component of extrinsic MOTIVATIONS but a total absence seizure of TRANSCENDENT MOTIVATIONS. Let’s cipher slightly more: Most important motivation for Ben seems to have been his let self-fulfillment at work, the satisfaction of being a competent professional facing challenges and delivering results (INTRINSIC MOTIVATION) with the objective of being rewarded by the company with more and more important telephone circuits, power and status (EXTRINSIC MOTIVATION).Economic compensation, although as well important (as for most of us), seems to play a secondary role for Ben. In his letter, he explains his jobs and some key business achievements however never mentions other wad, his teams, the role they compete on his success or the relate he, as a motorbus, had on their increase ( lack of TRANSCENDENT MOTIVATIONS). This analysis is coherent with the stopping point we can beat back from his (lack of) personal life: Ben acknowledges he failed in dedicating time and force to his family and was not surprise when his wife left(a) him.He talks about this â€Å"personal frolic” in a very placid manner, as a â€Å"logical fact”: another indication of the little relevance of TRANSCENDENT MOTIVATIONS. How does this affect his LEADERSHIP skill? Nobody, no matter how good of a manager he/she is, could be perceive as a authentic attracter by his/her physical composition, if he/she does not vaunting a minimum of TRANSCENDENT MOTIVATION, ie. a unique interest and empathy about others and about doing what is recrudesce for others’ well-being. This motivation is a essential in inn to be able to generate VALUES in the organization.Ben idea his personal exigencys would be carry through with MATERIAL and PROFESSIONAL components. He forgotten AFFECTIVE needs or, equally worrying, he thought it was other people’s role (his wife) to provide him unilaterally with some affection. 3. Leadership Style and Competencies Ben appears as an executive LEADER, a â€Å"DOER”. He has trance for the business and the skills to get there. He unrelentingly focus on results, on delivering on objectives and is highly involved and committed to do so.This single-minded focus leaves little means for other people: he is egoistical and lacks genuine interest in others. He is a poor listener and could end up manipulating others (even unconsciously) in his will to get results at any cost. Ben is ambitious about his career and touch about his witness success above all. Through his 20 years of successful career progression, Ben has sure as shooting demonstrated twain BUSINESS and MANAGING COMPETENCIES (otherwise he would probably not have get Executive VP).As previously said, Ben has a vision for the business, knows how to administrate people and resources in order to be effective in delivering results. On the contrary, lacking of Transcendent Motivations, Ben has been unable of delivery a SENSE OF MISSION to his attractionship. Further, he has probably even been unconscious and unwitting of the importance of this sense of mission. Ben has lacked the critical in-person COMPETENCIES required to lead others behind a common â€Å"vision”, a higher(prenominal) aim commitment than merely objectives or tasks.With strong Business and Managin g competencies, Ben has been able through his career to deliver results and to motivate his teams â€Å"on the short-term” by merely leverage on their extrinsic and intrinsical motivations (LIDERANCA TRANSFORMADORA). Nevertheless, as it is, Ben would be unable to motivate an organization behind a higher-end, longer-term mission (LIDERANCA TRANSCENDENTE), and this is sure enough what Livingstone top management has identified as a gap for Ben to become the company CEO.In the words of another leadership specialist, Ben is certainly a COMPETENT MANAGER, he organizes people and resources to reach objectives. He is probably an utile LEADER, with a vision to engage others towards the out of bounds of stretching goals. But he is not at the top leadership level, the frivol away aim 5 EXECUTIVE, who builds solid organizations and preaches with his own example and humility, rallying the organization behind a common mission, one which transcends extrinsic and intrinsic motivations to truly take hold an meeting on people’s well-being and, ultimately, on the society.Advice I would give to Ben Brooks throughout the above analysis, the advice I would give to Ben is to take quality time and start a well-thought process of personal castrate. Any personal change process requires: -First, to acknowledge the need for a personal and a professional change: Ben has done so already, at least on the professional side, as we can see in his letter. He does not further seem concerned about the importance of a well-balanced personal and emotional life and its overbearing(p) dissemble on his leadership ability. Second, the willingness to change: Ben is starting to realize this as he says he will certainly carry differently if he joins a refreshed company. -Third, to act, to plan the change and to execute it, as an iterative process. For a mid-aged person like Ben, with 20 years of professional experience in the same company ( indeed, already with a personal ris k-aversion profile), changing deeply anchored habits will be a very difficult exercise.Further, Ben is currently frustrated and hot under the collar(predicate) about his top management finality and he will probably lack the necessary objectivity in analyzing his own case and the true reasons why they believe he is not ready to be the CEO the company needs. I would hence advice Ben to reach out to a professional coach who, same as psychiatrics do, will help him dissect the information and drive conclusions and who will design, with him, the steps needed for the change.I would discuss him to start by complementing his own in-depth aspect with the feedback he could get from several peers, subordinates and friends/family about who is Ben, how does he behaves, how is he perceived. This will be the starting point, the raw material to start the work with the coach. Also importantly, this process will take prodigious time and effort, yet it is crucial if he wants to become not only a b etter move senior leader for an organization, but in addition a happier person. I would suggest that he puts aside, for the moment, his prospection for new jobs.Ideally, if this is financially possible, he would quit his job and dedicate some time (some months) entirely to himself and his change process. Probably 20 years of experience do â€Å" procure you” the right to do so and the personal â€Å"win” will be charge the time and the salary. Ultimately, I believe Ben will be better off deviation his company: he has accumulated significant frustration that will impact him in his daily work and, as he says, he will probably not make it to CEO there in the mid-term. That said, I believe he should also think whether â€Å"becoming CEO” is his true objective.The title â€Å"per se” does not say much. He should be more real in writing down the â€Å"moldiness have” and the â€Å"negotiable elements” of the ideal job he wants and, with the h elp of his coach, identify the type of jobs and, as importantly, the type of companies where he could break it. In my opinion, these are the lessons Ben Brooks should scan for the future Driven by his own professional ambition, Ben has failed in taking a â€Å"helicopter view” to evaluate his personal and professional life on a permanent mode.He has failed in growing as a leader and as a person to go beyond readiness (delivering on results), to leave a positive mark on those surrounding him and to make his beloved ones happier and his collaborators more profoundly committed about a mission. A leader is not a â€Å"top level” leader if he does not: -First, knows himself (â€Å"Self-Awareness”), his motivations, his style, his strengths and weaknesses, the impact he makes on others, -Leverages his own emotions and skills to be more effective and empathic in working with others, to get the most out of them (Emotional Intelligence) -Has a genuine interest for oth er people, Behaves as a change agent, an influential leader well beyond a â€Å"doer” delivering business results -Knows how to manage his own career and his personal time and, ultimately, balances both (Work Life Balance) to be an example as a professional but also as a human being. Ben invested all his time and energy on his own effectiveness as a manager and thought this would be enough to take him where he wanted to be.He invested all the time in his company, his projects and results and failed to dedicate time and energy to his beloved ones but also to himself. The crush investiture one can make, at any time in life, is the investment made to become a better person and a better leader, more genuine and more engaged to surpass not only in results, but also in the positive impact we have on others. Ben is still on time to do so and outgo in this new professional adventure, whatsoever makes him happier, with or without the â€Å"CEO” title in the business card.\ r\n'