Bob Knowlton Case

Case Study: Bob Knowlton

In the case of my ex-subordinate, Bob Knowlton, I have identified 3 finding of facts I know I need to improve on. Following each fact, I've consulted a highly respected organizational Behavior student, Shane Martinson, to provide me with recommendations to help me improve my strategies for future Project Heads.

Finding of Fact #1:

It's clear to me that Bob and I had communication issues. Although I feel he could have been more forthcoming with his concerns about Fester, this is not going to be a blame game, these are facts I need to improve on. For whatever reason, Knowlton did not feel comfortable talking too openly about his feelings towards his team. When he did mention to me his concerns about Fester speaking at our special meeting with sponsors, I just brushed it off without giving much thought to it. Well Shane I've identified one fact, please help me with recommendations to improve these communication errors.

Recommendation #1:

Dr. Jerrold, first of all these are easy fixes, especially with your humble attitude. The first thing you need to do is to get to know your project heads better. In your mind you may think they are great, and they do a fine job running projects, but they may not know this. Take the time to appreciate their work; just don't assume that by saying nothing is enough to make them feel secure. You have to be proactive with your leaders, if they are doing a good job, they should know it. You really didn't do a good job with Knowlton in this area. He thought his project was moving along fine, then bam; you hit him a guy more intelligent than him, and everyone on his team. Although you knew Fester would be horrible leader, that wasn't the way Knowlton felt. This would have been a great thing to tell him. No one can read your mind, and as the big Kahuna, it's your responsibility to cheer these Project Heads up, and inflate their egos from time to time. Positive reinforcement turns into happy employees, and happy employees result in good quality production. I don't even know how you missed his concern for Fester speaking at the special meeting; you must not have Wheaties that morning. The only way he could have been clearer is to just bluntly tell you that he didn't want Fester to talk. This was highly disrespectful to him, and really to his whole team. I'm that wasn't your intention, but again, Bob cannot read your mind. You have to be a better communicator, and by doing so, it will force you to pay more attention to the details. Anyone can come in and do the big things right on a job; it's the ones that pay attention to the small details that are great leaders. I hope this helps you Dr. Jerrold.

Find of Fact #2:

When I hired Fester, I didn't consult Knowlton too much with the decision process, and I didn't involve his team at all. I didn't give Fester a probation period in which the team could have evaluated him and decided if he fit with them. I thrust him on the team, essentially telling them what was going to happen. Shane, what can I do to ensure this doesn't happen again?

Recommendation #2:

You know Dr. Jerrold, you may be one brilliant man, but when it comes to work politics you are just not that bright. You have got to get rid of the ego, and you need to delegate some of the decision making to your project Heads. They