1. How did disengagement manifest itself at 'Tasty Catering' prior to the transformation?
2. Read the section in the chapter concerning employee engagement as an exchange process. What aspects of the actions taken by 'Tasty Catering' can be seen to be informed by the notion of exchange?
3. To what extent do you think 'older workers' were supportive of the actions taken by 'Tasty Catering'?
4. In what specific ways can you identify the active 'engagement' of employees in the process of improving the company and how effective do you consider them to be in achieving the overall gains made by 'Tasty Catering'?
5. If you had an opportunity to improve the process undertaken by 'Tasty Catering', what actions would you take, and why?
6. Can you identify any limitations to the process undertaken by 'Tasty Catering'? What are they and how would you advise the company to address them?
7. Critically comment on the claims 'Tasty Catering' makes at the end of the case study concerning the value derived from the culture-based leadership model.

This case study demonstrates how organisations can create and sustain highly engaged employees along with a high trust, high performing company culture that fully integrates and leverages the strengths of Boomers, Gen Xers and Millennials.
During a gloomy November 2005, Monday morning, two young leaders, a 23-year-old woman and a 24-year-old man, approached the CEO of 'Tasty Catering' (TC or organisation), a catering and events planning company, and said, 'If you don't change we are leaving'. The CEO was at once in panic and shocked. He realised the potential of these two future leaders and did not want to lose them. He was in the autumn of his entrepreneurial career and was considering who his replacement might be. These two were prime candidates. Just as troubling, he did not understand what they meant by his having to 'change'. He paused, and then asked, 'Change what'? They said that his command and control style was not appealing to them; in fact, it was a complete disruptor. When asked what they wanted, they responded, 'Staff guided by an employee created company culture'. The CEO pondered their statement for a moment and said, 'I don't know how to change, but I will support your efforts to change the organisation'. They intended to create teams within the organisation which would break down silos. Each team would have a leader. An organisational culture would be created by the teams. The book Good to Great would be purchased for every employee and be read chapter by chapter as a 'team book club' (Collins, 2001). After the book had been read, one member was selected from each team to create the 'Good to Great Council'. The Council was multigenerational and diverse. The Council formed the values, vision and mission for the organisation. The three owners were allowed in the Council meetings while the values were being developed, but were not allowed to participate. The culture was to be designed by the staff, for their organisation. Culture statements were posted in all common areas. Artefacts were used to bring the culture alive, including branded shirts and pictures of teams in action with famous quotes underneath, which hung on walls. The pictures created personal pride because everyone had their face included in a group.