Perils and Pitfalls of Leading Change

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Perils and Pitfalls of

Leading Change
Was Oliveira ready for the job ?
Collaboration
Collaboration Teamwork
Teamwork

Oliveira wasn’t
Oliveira wasn’t ready
ready for
for the
the job
job but
but
could have
could have been
been provided
provided hehe
followed some
followed some strategies
strategies

Considering different
Considering different opinions
opinions Change Management
Change Management

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Leadership and Development Strategy

Prado’s reasons for asking Douglas to speak to Fischer


• Prado was an experienced and knowledgeable mentor
• He believed that Oliveira could be better equipped for the job and responsibilities if he learnt from the experiences and mistakes of a former
store manager, Douglas Fischer

Store’s Leadership development strategy


• Olivera’s appointment might be a part of the store’s leadership development strategy. Prado was neither angry nor surprised by the failure.
• Prado believes in his talent and commitment and that is why he is ready to support and nurture him
• Appointing Olivera as manager of an underperforming store could have been their strategy of nurturing future leaders who are experienced
with handling such challenging situations

Opinion on Clothes and Accessories strategy


• The management expectations from Oliveira were unrealistic. Oliveira’s target was to not only stop the store’s declining performance but also
increase its performance to the levels of other stores.
• They should have better analyzed the location’s external factors and set realistic targets as per the store’s capabilities and strengths.

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What changes should Oliveira implement ?

Positive Work
Positive Work Environment
Environment
Improve Operational
Improve Operational Efficiency
Efficiency Change store
Change store aesthetics
aesthetics

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Approach in leading the turnaround process
Current
Problem Solution
Approach

Oliveira followed a top down Collaborate more and come up with


Experienced employees left
approach solutions rather than enforce decisions

Little to no enthusiasm and trust Spend more time to better understand


Basic introductory questions
from the employees as no real them and take their inputs regarding
asked from employees the store and its functioning
connection was formed

A discussion with Prado to gain more


Took decisions on his own The ideas weren’t communicated insights and leverage his experience to
without engaging Prado/others properly & employees buy into it formulate a better execution strategy

Ignored subtle signs that gave Employees were not smiling and Build better relations and investigate as
an insight to employee morale happy about how things were to why the employees are dissatisfied.

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Prado’s reaction and why wasn’t Oliveira fired ?

Prado’s reaction
• Prado was a great mentor and a catalyst of personal development
• Understood that this was experience for Oliveira was crucial to build managerial and leadership skills
• Did not react but responded, made sure Oliveira wasn’t nervous or adversely impacted by his feedback

Why Oliveira wasn’t fired


• This scenario was possibly anticipated by management that gives such freedom for development of
interpersonal skills of their employees
• Oliveira was working hard but not getting results, he was learning from his mistakes and trying to pick up
things that were missed by his team when they did not deliver to his expectations
• The store can be considered an ideal training ground for honing leadership skills of employees by
management as it has a few employees and not too much profits

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