Case #1 The New Sales Recruit (10 marks) Kirandeep has worked as a financial advisor for a local bank for three years. As a result of her success in sales, she has been asked by the branch manager to train the company's newest financial advisor. Applying the 'principles of developing people' and the 'six practices of leadership development discussed in this course, if you were Kirandeep, explain how you would train the new advisor. NOTE: You do not need to apply all the principles and practices. Select the most relevant ones and create a detailed and specific plan for those principles and practices. Case #2-Hal's Hardware (10 marks) Hal's Hardware is a nationwide hardware retail chain with non-unionized employees. James Stenson was the flooring department manager for six months at the Moose Jaw location and was not well liked or trusted by most of the employees in his department. James, who was 38 years old, set lofty sales goals for his department, as he wanted to be promoted to assistant store manager as soon as possible and achieving a high level of sales would go a long way to achieving his goal. Seemingly, the only two employees who liked and trusted James were Marty Claybome and Patrick Wallace, who played with James in a recreational hockey league. The three other employees in the department felt that Marty and Patrick received preferential treatment from James because the two men usually were assigned to the more preferential shifts. Further, employees often noted that James was seen taking extra-long coffee and lunch breaks, while visiting with Marty and Patrick. With other employees, James was a stickler for not taking long coffee or lunch breaks as doing so could result in lost sales. James was focused on increasing sales numbers, and aside from his relationships with Marty and Patrick, he was extremely hard on his employees. James believed that people were naturally unmotivated and needed to be constantly prodded to put forth a decent effort. He used threats and coercion as his go to motivational tools. For example, when Jessica Thompson, an employee in the flooring department. was unable to secure a large sale of hardwood flooring, James threatened to write a negative quarterly review for her if she was unable to sell the equivalent of hardwood before her shift ended in five hours. Jessica did not want a negative quarterly review on her record as she was a single parent and provided the lone income for her and her two children. Feeling a sense of urgency, Jessica began to aggressively approach all customers that entered the flooring department and tried to push customers to put an order on the hardwood flooring. This approach was ineffective as Jessica was unable to sell any hardwood by the end of the shift. Additionally, one customer complained to James, stating that Jessica's approach was too pushy and made him feel uncomfortable. Consequently, James called Jessica into his office the next day and informed her of the customer's complaint and stated that this, along with her inability to secure sales would be written on her quarterly review. Now worried about her job security, Jessica became more stressed at work and began making uncharacteristic