$(6$pts$)$ Jim was assigned to lead a work group to increase employee productivity in the Beta group by at least $12\%$ in the next quarter. The Beta group has been the weakest unit in the company for the last five years and has burned through $3$ unit leads during that time, all of whom failed. The CEO is tired of this group not performing well and good leaders getting burned out. Jim's task is to support the new lead with a strategic work group, with the new group lead for Beta included, to devise a plan to execute the needed changes. Jim sees this as a major opportunity to get himself positioned for a promotion and big raise, plus he's also tired of Beta not pulling their share of the work. Eager to please, he pulls in $6$ of the most strategic people he knows at his level in the organization and starts with first meeting with an agenda that has $15$ essential points on the ideas flow so readily that the meeting runs over $25$ minutes past the expected end time. He thinks it's a resounding success, despite a trusted colleague voicing a little concern about the group having a vague direction. He doesn't agree, confident that things will narrow down once they solve the multitude of issues he has on the agenda. Which statement best describes Jim's approach to the meeting?

His excitement to do well is clouding his judgment in some possibly dangerous ways. He needs to narrow the focus of the group, be more respectful of their time, and shrink the agenda so it's not so complex. He might eventually consider adding a person or two to his group if needed, but the size really isn't too bad at this point.

He's doing a great job; Jim is clearly prepared, selected his work group participants wisely, and has them so engaged that they didn't even notice the time going longer than initially expected

Jim is out of his league; he needs to hire a consultant immediately. Wise leaders know when to ask for help and his boss will no doubt appreciate him doing so because it shows self awareness and leading a group like this really is outside the scope of what one can expect an advanced leader to accomplish.

He is doing some good things but runs the risk of failure if he doesn't immediately triple the size of the group to better handle all the tasks involved, keep a tighter schedule, and expand the range of his agenda to be more comprehensive for this massive problem.