1. What personality and behavior characteristics does Henry Rankin exhibit? Do you think these traits contribute to a good person–job fit for him? If you were an executive coach hired to help Rankin be a better manager, what would you say to him? Why?
2. Does Rankin display Type A or Type B behavior? What are the causes of stress for his team?
3. If you were Rankin, how would you have handled your team members (Sally Phillips, Bob Finley, and Lynne Johnston)? Be specific. What insights or behaviors would make Rankin a better manager?

As the plane took off from the L.A. airport for Chicago and home, Henry Rankin tried to unwind, something that didn’t come naturally to the Reflex Systems software engineer. He needed time to think, and the flight from Los Angeles was a welcome relief. He went to L.A. to help two members of his project team solve technical glitches in software. Rankin had been pushing himself and his team hard for three months now, and he didn’t know when they would get a break. Rankin was responsible for the technical implementation of the new customer relationship management (CRM) software being installed for western and eastern sales offices in L.A. and Chicago. The software was badly needed to improve follow-up sales for his company, Reflex Systems. Reflex sold exercise equipment to high schools and colleges through a national force of 310 salespeople. Reflex also sold products to small- and medium-sized businesses for recreation centers.