Mary Griffin at Derby Foods

Jamie Wright

B 321

Mary Griffin At Derby Foods

[pic 1][pic 2]Case Analysis

Introduction –

Recently The Derby Foods brand experienced a “re-energizing “ of its 150-year old brand.  This resurgence was due in part to Simone York, who had “designed and developed some ingenious co-branding opportunities…and his successful application of social media marketing and innovative advertising efforts” (Mary Griffin at Derby Foods Case Study).  Because of his success, York was promoted to brand manager.  York may have successfully reenergized a brand but his interpersonal skills seem to be lacking.  Run ins with the production staff and his own team are creating conflict and a lack of enthusiasm in the company.  Mary Griffin needs to meet with York to provide him feedback and coaching on how to better communicate with fellow employees of Derby Foods.

Key people involved in the situation at Derby Foods are:

Mary Griffin:  Vice President of Consumer Products

John Shelburne:  Director of Production

Simon York:  Brand Manager

Tim Durham:  Assistant Brand Manager

Problem Analysis –

1.   Simon York is causing distrust within the company.

John Shelburne, Director of Production, informed Mary Griffin that York had noticed an imperfection on the label of one of the products.  “York charged down to the production floor and yelled at the staff for producing an inferior product.  He said that the production staff was ruining a potential long-term partnership” (Mary Griffin at Derby Foods Case Study).   This was not the first incident (see number two); Mary realized that York’s behavior was not a one-time isolated instance but a pattern of poor behavior.  “Trust is the foundation of any successful relationship, both personal and professional, and when it’s broken, it is extremely hard to repair. When employees feel they can’t trust leadership they feel unsafe, like no one has their back, and then spend more energy on self-preservation and job-hunting than performing at their job.  Talent acquisition costs and employee turnover costs increase (Which estimates put at between 150% – 200% of the employee’s salary)”

(http://tolerosolutions.com/employees-lack-trust-in-leadership-biggest-issue-impacting-performance/).

2.   Simon York is causing division within his own team.

Griffin had observed York’s behavior at the last brand review meeting.  As York was presenting the financial analysis he noticed a computational error.  He was embarrassed and apologized.  Tim Durham, assistant brand manager took responsibility for the error and apologized as well and stated he would correct it.   York berated Tim Durham and his entire team by stating, “Thank God this is just an internal meeting.  My team dropped the ball, and forgot that detail mattered.  If the representatives from the X games were here, this would definitely be a career limiting move” (Mary Griffin at Derby Foods Case Study).  Many of the veteran brand managers were excited about the ideas presented while York’s team did not show the same level of excitement.

3.   Simon York is unaware of his lack of interpersonal skills.

When Mary Griffin’s assistant called to schedule the meeting with York, he immediately reflected on how happy he was with his part in the co-branding partnership with the Winters X-games.  York is oblivious to the conflict that he creates with his accusatory and harsh attitude.  He is assuming this meeting will be to congratulate him on his success and plans to use the meeting as an opportunity to ensure the production team delivers on “its promises of quality and precision.” (Mary Griffin at Derby Foods Case Study)  “Interpersonal communication is not just about what is actually said - the language used - but how it is said and the non-verbal messages sent through tone of voice, facial expressions, gestures and body language.”