Initial Post Instructions

For the initial post, respond to one of the following options, and label the beginning of your post indicating either Option 1 or Option 2:

Option 1: The framers of the Constitution were concerned that everyday citizens would not be able to understand or comprehend the makings of our government. They felt that everyday citizens were uninformed and did not care what was going on in our government. Even today we see where citizens are interested in government affairs seemingly only if our country is in turmoil such as unemployment, recessions, civil unrest, etc. Do you agree with this assessment? Are we uninformed? Do we wait till a crisis happens to voice our opinions?

Option 2: Many experts see the media as biased and more like infotainment. In fact, many people have turned to social networks as an outlet for news instead of CBS, NBC, FOX, CNN and other news stations. Do you see this as an issue? Do you see the news as biased or unbiased? Should there be more restrictions on the news stations?

Be sure to make connections between your ideas and conclusions and the research, concepts, terms, and theory we are discussing this week.

Follow-Up Post Instructions

Respond to at least one peer. Further the dialogue by providing more information and clarification. Minimum of 1 scholarly source which can include your textbook or assigned readings or may be from your additional scholarly research.

Writing Requirements

• Minimum of 2 posts (1 initial & 1 follow-up)
• Minimum of 2 sources cited (assigned readings/online lessons and an outside source)
• APA format for in-text citations and list of references

  Textbook: Greenberg, E. S & Page, B. I. (2018). The Struggle for Democracy, 2018 Elections and Updates Edition. (12th ed.). Pearson.

The post should include how/why the candidate’s actions would be similar or different and an analysis and discussion of additional case law and statutes that might have been included.

Scenario 3

Regulatory mandates that pertain to this case scenario include a social justice view of educational leaders instilling an equal status for all stakeholders, thus ISLLC Standards 4, 5, and 6E regulate initiatives to promote social capital in the school environment. Taking a deeper dive into regulatory mandates, it is worthy of mentioning that the federally enforced Title VI and Title VI disallow any discrimination of individuals based upon “race, color, or national origin” (Stader, 2013, p. 150).  Together with this, Title VI specifies the prohibition of hostile environments deriving from racial issues (Stader, 2013). Stader (2013) revealed that case law, regarding educational needs and linguistic support of ELL students, has been substantiated under the Civil Rights Act of 1964, whereby established in Lau v. Nichols (1974) and Plyler v. Doe (1982).

Moreover, a superintendent must swiftly curtail the proponents of a hostile environment, hereby following federal mandates and preserving the livelihood of alleged recipients of a hostile environment. Accordingly, the superintendent has a responsibility to promptly mediate and give substantive directives to the school principal and school faculty as it pertains to promoting social justice in the learning environment. District Leadership Team meetings, with school principals in attendance, ought to provide a myriad of ways for educational leaders to negate discrimination acts by bolstering social justice within each school learning environment. Here, I would suggest that the superintendent state expectations of school leaders to transmit avenues of social capital by vetting school policies to include inclusive practices for each stakeholder with detailed actionable steps to elevate disparate impact and adverse impact claims (Stader, 2013).

In additions, ways in which Case Scenario 3 illustrates controversies over equal protection and English language learners are revealed by the repetitive nature of the accumulated hostile behavior in the school environment. School leaders must ensure that there is equitable protection for all stakeholders. This particular scenario is reflective of an adverse impact claim with unfair treatment of a student based on race and ethnicity. Thus, the first occurrence of a hostile environment, with derogatory statements written on school board property walls, ought to be the first and last hateful act that would require immediate administrative response curtailing the entire scenario from unfolding. Stader (2013) stated that once hostility is noticed within the learning environment, administrators have an ethical and legal obligation to bring a full stop to the hateful act. Controversy with this string of shameful events may reside with staff members ‘seemingly’ not being properly trained to recognize, report, and assist in bringing social justice back to the educational scene. Herein, administrators must proactively bring anti discriminatory school mandated policy to the attention of all faculty and staff in order to elevate possible confusion with how to deal with a hostile learning environment (Stader, 2013).  Moreover, Stader (2013) shared that English Language Learners are entitled to the “best basket of goods and services” evident in a well-ordered school learning environment providing equality of opportunity to all stakeholders in public education (p. 159).

Legal ramifications are certainly applicable to any school institution choosing to avoid or turn a blind eye to acts of negligence in carrying out equality of opportunity and social justice. Stader (2013) stated that federal mandates are supported by the Office for Civil Rights (OCR), herein discrimination complaints not properly resolved are subject to referral to the U.S. Department of Justice. Ethical dilemmas revolve around public justice in well-ordered schools, as such Stader (2013) shared that Rawls’ “justice as fairness” principles work toward equitable learning environments for all students (p. 147). Ethical guidelines to follow are (a) examination and necessary review of school mandated policy for relevant safeguards promoting anti-discrimination and equal protection, (b) adherence to ISLLC Standards 4, 5, and 6E promoting social justice, and (c) establish an inclusive school community with stakeholders perceive equity of opportunity commonplace (Stader, 2013).  

Reference

Stader, D. L. (2013). Law and ethics in educational leadership (2nd ed.). Pearson Education.

Directions: Write an annotated bibliography for three to sources in preparation for your Week 7 Persuasive Speech. Document the sources using APA standards. Alphabetize by author last name, double space, and use the hanging indentation style. The topic for my persuasive speech is “Redefining feminism”. 

Assignment:

Sources should be in alphabetical order by author last name. Cite the book, article, or document using appropriate APA style.

Write an annotation that summarizes the central theme and scope of the book or article, gives information about the author, and tells how you might use this information in your speech.

Paragraph 1: First, summarize the source. Be sure to put the writing into your own words and avoid plagiarism. Second, evaluate the authority or background of the author. What makes them an authority or expert on this subject? You may have to search beyond the article to find out more about your author.

Paragraph 2: Explain specifically how this work might be used in your research paper. For example, it would be good for background, good for discussion of opposite views (state what they are), good for valuable facts and statistics, a good summary to help with your conclusion, good quotations from experts in the field, and so forth.

Read the case  (Links to an external site.)about the recently promoted Melissa Richardson. This is a common situations individuals find themselves in as they move into management as they often have insufficient experience, training, and support.

Answer the following questions: 

• What do you consider to be the biggest issue that Melissa needs to handle in order to be successful in her new position?
• What would you do if you were Melissa (other than go back to your old job)?

Submission Instructions:

• Your initial post should be 250-350 words in length, with justifications based in properly sited (current APA) journal references. 
• Please use current APA citations and references.

—————————————————————————————————————————

CASES

Brenda Ellington-Booth & Karen L. Cates Online Pub. Date: March 06, 2016

Similar content on SAGE Knowledge

CASE

Original Pub. Date: 2012
Subject: Organizational Behavior, Business &

Management Skills, Strategic Decision-Making Level: Intermediate

Type: Direct case (/Search/Results/? CaseType=Direct+case&searchNoBack=true)

Length: 5241 words
Copyright: © 2012 Kellogg School of Management at

Northwestern University
 Contains supplementary material

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TEACHING NOTES AUTHOR(S)

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Abstract

This case describes a newly promoted middle manager in a global, multi-cultural organization who is challenged by a number of factors in the workplace which are impacting her and her team’s ability to perform to the expectations of her regional manager. While it would

be easy to blame the new manager, deeper analysis in fact reveals https://sk.sagepub.com/cases/skpromo/OjgAUg/growing-managers-moving-from-team-member-to-team-leader 1/18

Coaching and Mentoring for Business (/9781473921566)

Customer Focus at Neiman Marcus: “We Report to the Client” (/9781473991453)

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that many forces are at work here in addition to her inexperience including communication of strategy and performance objectives, mismanaged team members, cultural inconsistencies, and a lack of leadership direction and/or skill from the very top to her supervising manager.

Case

Melissa Richardson sat stunned in her office in Phoenix, Arizona, after a disastrous early July meeting with her boss, Beth Campbell. In March, Richardson had been the top Chicago salesperson and a high-potential candidate for management at ColorTech Greenhouses, Inc., a premium grower and distributor of annual and perennial flowers.

Richardson remembered the call she had made to her mother, who still lived in her childhood home on the north side of Chicago. “Mom, I just got off the phone with the southwest regional sales manager in Los Angeles,” she had said. “They want me for the sales manager spot in Phoenix!” Richardson had been looking for an opportunity to move up at ColorTech, and her boss had recommended her for the promotion when the position opened. Thirty-two years old and single, Richardson had been excited to show her new team how to break into the top sales ranks the way she had done.

But after only a few short months, she had failed to improve her team’s performance and felt like a liability on her regional manager’s watch list. Richardson wondered how things had gone so wrong so quickly and what she could do to fix them.

About ColorTech Greenhouses, Inc.

ColorTech was a privately held supplier of annual and perennial flowers to big-box stores (large, no-frills, warehouse-like retail stores) such as Home Depot and Walmart. Within the color industry (the term used to describe growers of the colorful, flowering bedding plants used to create outdoor, in-ground floral displays), ColorTech was well known for its patented hybrid plants and high-tech automated greenhouse operations located primarily in southern North America.

6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader

https://sk.sagepub.com/cases/skpromo/OjgAUg/growing-managers-moving-from-team-member-to-team-leader 2/18

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader Along with the rest of the industry, the company was facing increased

price competition and a downward trend in sales caused by a saturated market and a shift away from water- and maintenance- intensive home and garden improvements. ColorTech in particular was exposed to aggressive demands for lower prices and costly customization from the big-box stores.

Eager to grow revenue, ColorTech had recently purchased a Colombian company specializing in cut flowers as part of its growth strategy to become a strong niche supplier to grocery store chains and independent florists that sold exotic stems in their arrangements. ColorTech was also evaluating the acquisition of an Ecuadorian concern as a way to enter the long-stemmed rose segment of the cut- flower market.

ColorTech operated its main U.S. greenhouses in Phoenix, Arizona; San Diego, California; and Columbia, South Carolina. As a supplement to its own operations, ColorTech leased greenhouse space in a few other American cities to handle special orders (including plants that were too delicate to ship long distances) and negotiated distributor agreements with other greenhouses in some northern states that enabled it to offer region-specific and seasonal plants. With a large operation in Nogales, Mexico, its Colombian acquisition, and plans to expand into Ecuador, ColorTech was quickly becoming the largest and most international grower in the Western Hemisphere.

The Phoenix Office

Phoenix was not only the location of ColorTech’s corporate headquarters; it was the site of the founders’ first greenhouse and, quite literally, was the heart of the company. State-of-the-art in their day, the Phoenix greenhouses still boasted the highest production levels in the company. Thirteen employees managed the automated assembly line-like process that produced geraniums, pansies, and petunias by moving pots on tracks through the greenhouses, starting with seeds and progressing through various stages of fertilizing, watering, potting, and labeling for customers. The shipping area was

https://sk.sagepub.com/cases/skpromo/OjgAUg/growing-managers-moving-from-team-member-to-team-leader 3/18

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader an energizing riot of flowering color and shouted instructions in

Spanish as thousands of color products were packed and shipped to ColorTech customers around the United States.

The six sales staff and the greenhouse administrative workers sat in the company’s original offices, which were attached to one of the original greenhouses. Located onsite but detached from the greenhouses, the newer corporate offices had a more formal atmosphere and dress code. Spanish was the default language in the greenhouses due to the high concentration of laborers with ancestry in Mexico and Central America, but during meetings in the corporate offices everyone spoke English, even executives from the Colombia and Mexico operations. In the sales office, English was spoken publicly, but most people spoke Spanish to communicate one-on-one. Many of the greenhouse workers cooked their lunches on a portable grill that, at the direction of management, was kept on the far side of the building complex and out of sight of the parking lots. Sales staff often shared these outdoor lunches with the greenhouse workers, but corporate staff did not.

Getting There

As she prepared to leave Chicago, Richardson juggled her sales manager training courses with packing and saying goodbye to long- time clients in the Chicago area. The latter was no small task, as over the past eight years Richardson had built a substantial client base that had earned her frequent sales awards. In the middle of a wet April snow shower, however, she hugged her mother goodbye and drove toward the interstate that would take her west to Arizona.

During the long drive, Richardson had ample time to reflect on the content discussed in her management training courses. As a salesperson, Richardson had not been exposed to many of the management issues, paperwork, and processes covered in the classes. Legal issues related to human resources had been stressed repeatedly, but Richardson had little confidence in her understanding of the risks and requirements. Fortunately, every manager-in-training had received a business card from the vice president of human resources with the instruction, “When in doubt, give us a shout.”

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader More frustrating, Richardson felt the courses about leading teams and

troubleshooting problems had been of little benefit. She could see that senior managers were trying to help her by sharing stories about their own experiences, but unless her problems were exactly the same, Richardson was not sure how she could apply what they had told her. She had been reading leadership books on her own, however, and had started to develop her vision and ways to share it with her team. She especially enjoyed books that listed hundreds of ideas for motivating teams; she could already picture the Friday afternoon pizza lunches and ice cream cart celebrations she would sponsor when they exceeded their quarterly sales goals.

Based on some conversations she had had with other Phoenix staff in her courses, Richardson decided to brush up on her high school Spanish by listening to Spanish language tapes during her drive from Chicago to Phoenix. It also helped pass the time on the long trip. After three days on the road, Richardson pulled into Phoenix on a sunny 80-degree Friday afternoon. She could not wait for Monday.

A First Look

Literally, Richardson could not wait for Monday. After she checked in with her landlady, Richardson headed directly to the office. She knew Friday was casual day at ColorTech, so her jeans would fit right in. She found the office manager, who showed Richardson her office, directed her to the supply closet, gave her a set of keys, and wished her good luck. Richardson eased into her chair and with a kick of her feet spun herself around, smiling as she rotated a full 360 degrees. Then she left a voicemail message with Beth Campbell, her regional sales manager. Campbell apparently had already left her Los Angeles office for the weekend. Richardson frowned. She had met Campbell only once during her interview in Chicago, and she had hoped to schedule some one-on-one time to get a better feel for Campbell’s management style and expectations.

Richardson took stock of her office and the supplies she would need, made a few notes, and then began to head out the door to start unpacking boxes in her apartment. She would return early on Saturday so that everything would be in order when she officially started on Monday morning.

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader As she was leaving the office, Richardson took a quick tour of the

area where her salespeople worked. It was only four o’clock on a Friday afternoon, but no one was there. Except for the receptionist, the office manager, and a few other administrative staff, the floor was empty. Where was everyone? In Chicago, Richardson worked six days a week and was on call Sundays. Customers could depend on her to answer her mobile phone anytime and anywhere. She wondered what kind of relationship her absent sales team could possibly have with customers and immediately understood why hardheaded bosses held sales team meetings on Friday afternoons. Clearly, this team needed to get into shape.

Sales Team

Richardson spent Saturday arranging the furniture in her office and the items on her desk. She set up folders for each of her team members, which included three account representatives and two store merchandisers. ColorTech store merchandisers supported the account reps for the big-box stores by working closely with customers to ensure that merchandise arrived undamaged, replacement product was ordered when there was damage, and unsold product was shipped back to the greenhouses for possible redistribution or recycling. Store merchandisers often were promoted to become account representatives.

From her predecessor’s notes, Richardson assembled some basic information on her team (see Table 1).

Table 1: Phoenix Sales Team

Alex Hoffman

Account Representative

Age: 32
Length of service: 8 years Sales this year: $2.11 MM Sales last year: $1.95 MM Sales previous year: $1.85 MM

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6/25/2018

Gregorio Torres

Account Representative

SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader Age: 36

Length of service: 12 years Sales this year: $850K
Sales last year: $950K
Sales previous year: $1.05 MM

Sarah Vega

Account Representative

Age: 26
Length of service: 3 years Sales this year: $950K Sales last year: $1.10 MM Sales previous year: $900K

Chelsea Peterson Store Merchandiser

Age: 23
Length of service: 2 years

Nick Ruiz
Store Merchandiser

Age: 22
Length of service: 1 year

Seeking promotion to account representative

Hoffman was the top salesperson in the company, and he had earned every award and received every perk ColorTech offered. Richardson was not sure how he achieved his sales numbers; his customers had limits on how much product they could purchase in a given season. She figured he must be making phone sales outside his area, something Richardson did to boost her own numbers in Chicago. If that were the case, she had to give him credit for taking that kind of initiative.

Richardson had no information about Torres except that his sales

numbers were low for his tenure with the company and lower this year

than last. She made a note to discuss this with him. https://sk.sagepub.com/cases/skpromo/OjgAUg/growing-managers-moving-from-team-member-to-team-leader 7/18

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader Vega was new to sales and had only been with ColorTech for three

years. Her numbers were sporadic from month to month and year to year. Richardson was unsure if she just needed more time to build her client base or if something else was going on. Richardson made another note. Maybe she could give Torres and Vega some Friday afternoon lessons. She smiled at that, remembering the empty office yesterday afternoon.

The sales team was supported by two store merchandisers, Nick Ruiz and Chelsea Peterson. Both appeared to have arrived fresh out of college. Ruiz had apparently expressed an interest in joining the sales team. Richardson liked that kind of initiative and decided she would talk to him to find out more; if he had the right stuff, she would keep him in mind.

First Meeting

Late Sunday night Richardson got a call from her regional manager, Campbell, who said she would be unable make it to Phoenix in the morning and asked if Richardson could introduce herself to her new team. Campbell also said she would e-mail the first quarter sales report to Richardson for her to complete. The report had to be submitted by April 15—in eight days. Although this was not exactly welcome news, Richardson figured she may as well learn how to do the report now and entered the due date into her calendar.

Richardson arrived at the office on Monday morning before anyone else. She wanted to greet her team members individually as they came in rather than show up after some had already settled in at their desks. The first arrival, a neatly dressed man with shoulder-length black hair and a dazzling smile, had a tray of cookies in one arm, a bakery box in the other, and a messenger bag slung over his shoulder. Richardson offered to help him with the door, but before she could introduce herself, he gave her a big smile and said, “You must be Melissa! I’m Gregorio. Hola! Welcome to the Phoenix office. Here, take this box. It’s for you.” Flustered by the unexpected gesture, Richardson took the box and thanked him.

As Torres hurried into the kitchen with the cookies, a man and woman

walked in the door. Box in hand, Richardson greeted them. “Hi, I’m

Melissa. And you must be…?” “Alex. Alex Hoffman,” said the young https://sk.sagepub.com/cases/skpromo/OjgAUg/growing-managers-moving-from-team-member-to-team-leader 8/18

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader man abruptly, with barely a smile. “And this is Chelsea.” “Hi!” said the

young woman as they hurried past her to the kitchen. Ruiz arrived a few minutes later and punched in just before 9:00 a.m. The only one missing was Vega.

Wanting to establish some order the office seemed to lack, Richardson popped her head into the kitchen where the team members had congregated and announced a meeting in the conference room at 9:15 a.m. so she could get acquainted with them.

At 9:15, Vega still had not arrived at the office. Torres, Ruiz, and Peterson were sitting in the big leather chairs around the conference table and Hoffman was nowhere to be seen. After a fruitless scan of the floor, Richardson returned to the conference room to start the meeting. “I said 9:15,” she thought, “so we’re starting at 9:15.”

Richardson delivered the short speech she had prepared. She began by explaining her background with ColorTech and then said she had some ideas for improving sales in Phoenix and looked forward to learning what motivated each of them. She ended by sharing her goal to make Phoenix the number one sales office. Just as Richardson finished her speech, Hoffman barged into the room, mobile phone in hand, and noisily took the conference chair closest to the door. Richardson stood with her mouth slightly open as he continued texting on his phone. At that moment, a woman who must have been Vega rushed into the room, obviously having run from the parking lot. “Are we having a meeting? Sorry I’m late, but the traffic was killer. What did I miss?” She sat down next to Hoffman, looked up, smiled, and said, “Oh! You must be Melissa!”

Before Richardson could respond, a young man in coveralls knocked on the open conference room door. “Melissa Richardson? I’m T.J., the greenhouse manager. Ms. Campbell called me this morning and told me to give you a tour of the operations.”

Richardson sighed. The interruption only added to her feeling that this meeting had been a weak introduction to her team, but a part of her welcomed the excuse to disappear. Before she left she told the team she would work her way across the floor later in the day to find out more about their work and their expectations from her as the new sales manager. Richardson thanked them for their time, and as she

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader walked out the door with T.J., she heard Torres saying something

terse to Vega in Spanish. Vega replied in an equally curt tone. Richardson felt the tension in the air as she walked out of the room.

Getting to Know the Team

It took longer than an afternoon for Richardson to meet with each member of her team. Due to her own phone meetings with personnel and a mountain of paperwork (“Why didn’t anyone tell me I would spend so much time on paperwork?” she thought), Richardson had to settle for meeting with everyone over the first week.

Alex Hoffman

During her meeting with Hoffman, Richardson felt a continuation of the dismissive attitude she had noticed on Monday. Regarding his sales, if she read him right, Hoffman loved the annual and perennial color business but had no interest in selling cut flowers. In frustration, he told Richardson, “So you’re asking me to call on every little mom- and-pop florist shop to sell them, what, a couple thousand a month in stems? You’ve got to be kidding! Why don’t you just let me deal with the real customers?”

Gregorio Torres

Richardson’s meeting with Torres was no more successful, but for different reasons. Torres seemed uninterested in discussing his sales performance, but he was enthusiastic about sharing his ideas for a new website to manage customer service, especially for the small florist shops ColorTech was targeting with the new cut-flower business. Richardson had to admit that Torres had some creative ideas for servicing scattered, low-volume florists that might be customers someday, but she needed him to be making sales now. When asked why he felt his sales numbers were so low, he shrugged. “I’m just not a hard-sell kind of guy,” he answered. “I keep getting in trouble with the greenhouses for the orders I’m taking. They are so rigid in there. I keep getting caught between customers who are trying to meet demand and that archaic greenhouse operation that can change course only with three months’ advance notice!”

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader

Nick Ruiz

From the moment Ruiz met Richardson, he wanted her to know he would do whatever it took to get into a sales position. His attitude proved refreshing to Richardson after her discussions with Hoffman and Torres. Ruiz knew a lot about the product from his conversations with customers. In addition, being on site with the Phoenix greenhouses gave him first-hand knowledge about the operation that account reps in other locations could never match. During breaks he often could be found in the greenhouses, following workers around and asking them about their jobs. Before the end of their short meeting, Ruiz presented Richardson with his resume and a letter explaining why he would be a great fit for sales. Richardson left the meeting with a desire to tap into this young man’s energy and drive.

Chelsea Peterson

Peterson, by contrast, was openly hostile to her new boss. Richardson tried to keep her composure but finally had to be quite direct. “Look, I’m not sure what’s going on,” she said. “We only just met, so why are you so upset with me?” Through clenched teeth, Peterson answered, “I know you’ve been talking to Nick about promoting him to account rep. I’ve been here six months longer than him.” “I didn’t know you were interested in a sales position,” Richardson replied, trying to sound calm. “I didn’t know there was an opening!” Peterson exclaimed. “A position isn’t open right now, but if you’re interested, why don’t you put together your resume, and you can be considered should something come up,” Richardson responded, trying to defuse the situation. “I would think you of all people would want to give this opportunity to another woman,” retorted Peterson. And with that, the meeting was over.

Sarah Vega

It took Richardson a few days to pin down Vega for a meeting. Richardson could not help thinking of a butterfly whenever Vega came into a room. She arrived late and flitted about before sitting down, only to begin fidgeting again after a few minutes. Vega’s approach to her job seemed equally scattered. Her messages piled up at the reception

desk. Her product knowledge was deep in some places and almost https://sk.sagepub.com/cases/skpromo/OjgAUg/growing-managers-moving-from-team-member-to-team-leader

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader nonexistent in others, and she seemed more interested in the text

messages that were constantly coming in to her phone than in the career advice Richardson was trying to deliver.

By Friday, Richardson was weary and her enthusiasm had waned a bit. So far, she had seen more challenges than positives in her sales team. She made a few notes on each person and added them to her files (see Table 2).

Table 2: Phoenix Sales Team—Additional Information

Alex Hoffman

Account Representative

Likes color industry, unclear about ColorTech (or me)

Go-getter, top seller, driven by commissions Resistant to selling new stem products

Gregorio Torres

Account Representative

Seems to like the company, but not closing sales Ideas about customer service website

Understands products and customer service, but does he understand greenhousing?

Sarah Vega

Account Representative

Unfocused, distracted by events outside of work? Uneven sales performance, often late or absent May need training

Chelsea Peterson

Store Merchandiser

Negative interactions are the norm

Interested in sales position when open, but no experience, skills

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Nick Ruiz

Store Merchandiser

SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader Enthusiastic, knowledgeable

Ready for sales position when open (see resume in

file)
Knows greenhousing from the ground up

The deadline for the quarterly sales report, April 15, was Monday, and she still did not know where to get many of the numbers, even though she had the last report as a reference. It looked as if her plans to bike and hike over the weekend would have to take a back seat.

Problems Emerge Sales Report

The quarterly sales report was an exercise in frustration. Richardson spent hours working on it over the weekend but finally had to give up because some of the numbers on the previous report made no sense. She faxed what she had to Campbell first thing Monday morning. The phone rang almost immediately. Without even saying “Good morning,” Campbell started in. “You’re using last quarter’s report as a reference? Do you know why your predecessor left? He was fired for falsifying his reports!” Richardson wondered why that bit of news had not been shared with her before she had been assigned to do the report or even had accepted the job. Rather than challenge Campbell,

however, she apologized. “I’m sorry, I had no idea,” she said. “I can still work on this. The deadline’s not until five o’clock.” Campbell replied, “Never mind. I’ll do it myself.” And then with a little impatience in her voice, she added, “You should start thinking about your monthly report, which is due in three weeks.” Richardson started to ask if they could review it together before the May 6 deadline but Campbell cut her off, saying, “I’ll e-mail the form and you can start getting acquainted with it now.”

Greenhouse Woes

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader In late April, a fungus infected one of the greenhouses in the

Colombia cut-flower facility, resulting in the need to destroy the stock inside it, disinfect it, and start over. The result would be weeks of delay in orders to new customers, most of them small florists. Richardson’s sales team could not afford to lose these hard-won new accounts, so she looked for help in filling the affected orders; her team might have to absorb the added cost of placing rush orders, but heroic efforts could save the accounts. Richardson’s hopes rose when she heard the Nogales manager had connections with local cut-flower providers in Mexico, but those hopes were soon dashed when she was told the export paperwork alone would take weeks, and even that was possible only with personal attention the manager did not have time to give. For Richardson, the most frustrating part of the problem was that the delivery date was still a few weeks in the future; it was as if she were watching an automobile accident in slow motion and could do nothing to stop it. Unable to think of a viable alternative, Richardson made the difficult phone calls to her team’s new customers and attempted to make good by offering discounts on future orders.

HR Challenges

When she had a moment to spare, Richardson tried to work with her team members. But Hoffman almost never came into the office and never answered his phone, so Richardson had to contact him by sending e-mails and leaving voicemail messages. When he learned about the fungus problem in Colombia, he seemed almost smug and his tone of voice seemed to say, “I told you so!” The Colombia fiasco seemed to have deflated Torres more than ever, and Richardson could not find a way to motivate him.

A call from personnel informed Richardson that Vega was missing a day of work almost every week for some reason—a dentist appointment, a sick day, and so on. Richardson had learned that Vega lived with her extended family just outside of Phoenix, and she suspected Vega might be staying home to help care for her cousin’s baby. Richardson did not think that qualified as family leave, but she made a note to confirm it with personnel.

Surprise Customer Visit

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6/25/2018 SAGE Business Cases – Growing Managers: Moving from Team Member to Team Leader Just when Richardson thought she could not manage one more

challenge, a regional buyer for Home Depot made a surprise site visit to the greenhouse. Everything was fine until he noticed that the product was being put in the wrong pots—each big-box customer received plants in plastic pots that showed its unique bar codes for price scanning and inventory management. This mistake would mean the team would be charged for emergency repotting costs as well as discounts offered as compensation for delayed delivery if they did not act quickly.

Richardson called on her team to show up at the greenhouse the next Saturday morning to help repot plants. She thought it would be a team builder, but it turned into another failure. Torres and Ruiz arrived early, ready to work. Vega, as usual, was late and came dressed in a business suit. Hoffman and Peterson never showed up. Richardson’s mood darkened as Vega, Torres, and Ruiz fell into an easy Spanish banter with the greenhouse employees. Despite her efforts with the language tapes, she could not understand a word. Her team members seemed to be bonding with each other, anyway. Richardson smiled ruefully; she never imagined that being promoted to sales manager would result in her being up to her elbows in dirt on a Saturday.

Richardson heard the phone ringing from the hallway as she made her way back to her office at three o’clock that afternoon. When she answered, she heard Campbell say, “Oh, you’re there. I was going to leave you a message to remind you that you need to get your monthly report in on Monday. And don’t forget, you need to submit your team’s monthly expense reports on Monday, too.” More paperwork. Staring at the dirt under her fingernails, Richardson took a deep breath. “Monday. Right,” was all she had the energy to say. “Is everything all right?” Campbell asked. “Fine. Everything’s fine,” said Richardson in the most professional tone she could muster.

Events Lead to a Crisis Sales Take a Hit

Sales results were down for the rest of May and June, in part because

Colombia had struggled to get the greenhouse fungus under control

and also because the big-box stores seemed to be heaping more and https://sk.sagepub.com/cases/skpromo/OjgAUg/growing-managers-moving-from-team-member-to-team-leader

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working twelve-hour days, six and sometimes seven days a week. She felt most of her time was spent babysitting her team: Hoffman’s sales continued to be strong, but he would not share information if Richardson did not specifically ask for it; Torres continued to whine about his web-based customer service project while his sales numbers slid; Vega had a great May, but her June sales were down 50 percent; Ruiz was starting to test Richardson’s patience with his perky inquiries about a sales position; and Peterson mostly pouted. Richardson’s team hated paperwork as much as she did, so she asked Torres to do some of his colleagues’ reports for them in order to meet their deadlines.

Campbell Visit Part 1: A Cryptic Message

Campbell made a visit to the Phoenix office in early June, which Richardson suspected was to make sure the monthly sales report was going to be done on time. They sat down together to review the report, and Campbell corrected some of Richardson’s mistakes. It was an uneventful meeting, and when it was over Campbell left Richardson with the advice: “Keep your eyes on the prize.”

New Customer

At the end of June, Richardson closed a big client. She had met the regional buyer for Lowe’s during a trip to Chicago, where she learned Lowe’s was interested in a new southwestern supplier for annuals and perennials. She arranged a meeting in Phoenix and closed the deal after Lowe’s had a tour of the greenhouses. She was also now working with a large grocery chain to switch its cut-flower business to ColorTech. Richardson asked Torres to meet with her and the buyer. After that meeting, Torres was more energized than she had ever seen him; he was full of ideas for servicing this demanding, detail- oriented type of customer.

Campbell Visit Part 2: Crisis

When she visited again in early July, Campbell did not even mention

the new Lowe’s and grocery chain customers. After reviewing the

monthly sales revenues and expenses, Campbell asked Richardson https://sk.sagepub.com/cases/skpromo/OjgAUg/growing-managers-moving-from-team-member-to-team-leader

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what she was doing to address performance issues with her team, as sales figures were below last year’s. After listening to Richardson’s explanations about the Colombia greenhouse problems and the big boxes’ increasingly idiosyncratic demands, Campbell pushed her chair back and asked, “Is there something you need to tell me about Chelsea Peterson?” Before Richardson could figure out why she was being asked about the store merchandiser, Campbell shared that she had received a call from ColorTech legal the previous day informing her that someone claiming to be Chelsea Peterson’s attorney had called to ask about ColorTech’s gender diversity record.

Richardson was shocked. A couple of weeks ago, Peterson had finally submitted a resume, but she had failed to include a cover letter. More important, she lacked the experience and enthusiasm for a sales position, and she had continued to be just barely civil to Richardson. And with sales down, there was no chance of adding an account rep. Richardson had explained to Peterson why she was not ready for a sales position and suggested some ColorTech training courses Peterson could take to prepare herself. Peterson had left the meeting angry and had not raised the topic since. Now it seemed she had hired an attorney—because she was denied a position that did not even exist.

Conclusion

After Campbell left that afternoon, Richardson sat in stunned silence. She thought back to her naïve dreams of Friday pizza lunches and ice cream cart celebrations. Not only was there no money in her budget for parties, her team had not earned those kinds of rewards—nor had even acted like a team. She had had such high hopes for making a difference in Phoenix. “What’s wrong with them? What’s wrong with me?” Richardson thought. “I wonder if I could go back to Chicago. Maybe my old boss would take me back.” She heaved a big sigh and asked herself, “What do I do now?”

This case was prepared for inclusion in SAGE Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind.

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This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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