Manager Thuli Case Study
This scenario depicts that as a Manager Thuli is a solid performer, it epitomizes what most organisations are guilty of, turning solid performers into leaders without equipping them with the necessary tools, principles and approaches
As a leader Thuli needs to perform some introspection to assess her personal positioning within her team before taking the necessary steps to address the underperforming issues Alfred and Joseph are presenting her with.
In terms of the Level 5 Hierarchy model Thuli is currently at a Level 1(a highly competent individual), at this point in her career and needs to graduate to a Level 3 (competent manager) as her immediate focus point. The gap and room for improvement, is Level 2 in that she needs to work effectively …show more content…
Focus is high but energy is low falling into the disengaged quadrant. This quadrant usually deals with employees who are non-committal to task, that hold little meaning for them. They approach tasks with reservation and thus execution is half-hearted. We recommend that Thuli assess his reason for low will to engage with the rest of his team during the 1:1 interaction and develops an intrinsic motivation by means of value alignment, as this will incentivise Alfred. To ensure continuity she should monitor and provide recognition to reinforce the positive …show more content…
Understanding her employees, applying appropriate leadership approaches, principles and methodologies to deal with issues will improve her ability to communicate, coach and mentor to achieve optimal team performance.
In order to assess the situation and take the best course of action for both Alfred and Joseph, Thuli needs to provide feedback as soon as possible and she should not wait for the bi-annual or yearly performance reviews. Thuli can also perform an employee survey.
Therefore, Thuli must create an environment in which Alfred and Joseph feels that they can openly express their concerns, issues and suggestions. She should also take the time to constantly have coaching or one on one feedback sessions on a weekly or monthly basis. This will enable her to assess and evaluate their current situation focusing on their talent, potential, capability of fulfilling their job, having the appropriate skill sets and personality and motivation for getting their job done
As a leader Thuli needs to perform some introspection to assess her personal positioning within her team before taking the necessary steps to address the underperforming issues Alfred and Joseph are presenting her with.
In terms of the Level 5 Hierarchy model Thuli is currently at a Level 1(a highly competent individual), at this point in her career and needs to graduate to a Level 3 (competent manager) as her immediate focus point. The gap and room for improvement, is Level 2 in that she needs to work effectively …show more content…
Focus is high but energy is low falling into the disengaged quadrant. This quadrant usually deals with employees who are non-committal to task, that hold little meaning for them. They approach tasks with reservation and thus execution is half-hearted. We recommend that Thuli assess his reason for low will to engage with the rest of his team during the 1:1 interaction and develops an intrinsic motivation by means of value alignment, as this will incentivise Alfred. To ensure continuity she should monitor and provide recognition to reinforce the positive …show more content…
Understanding her employees, applying appropriate leadership approaches, principles and methodologies to deal with issues will improve her ability to communicate, coach and mentor to achieve optimal team performance.
In order to assess the situation and take the best course of action for both Alfred and Joseph, Thuli needs to provide feedback as soon as possible and she should not wait for the bi-annual or yearly performance reviews. Thuli can also perform an employee survey.
Therefore, Thuli must create an environment in which Alfred and Joseph feels that they can openly express their concerns, issues and suggestions. She should also take the time to constantly have coaching or one on one feedback sessions on a weekly or monthly basis. This will enable her to assess and evaluate their current situation focusing on their talent, potential, capability of fulfilling their job, having the appropriate skill sets and personality and motivation for getting their job done