CASE STUDY: DIANA’S DISAPPOINTMENT: THE PROMOTION STUMBLING BLOCK

Diana Gillen had an uneasy feeling of apprehension as she arrived at the Cobb Street Grille corporate offices. Today she was meeting with her supervisor, Julie Spencer, and regional director, Tom Miner, to learn the outcome of her promotion interview for the district manager position. Diana had been employed by this casual dining restaurant chain for 12 years and had worked her way up from server to general manager. Based on her track record, she was the obvious choice for the promotion; and her friends assured her that the interview process was merely a formality. Diana was still anxious, though, and feared that the news might not be positive. She knew she was more than qualified for the job, but that didn’t guarantee anything these days.

Nine months ago, when Diana interviewed for the last district manager opening, she thought her selection for the job was inevitable. She was shocked when that didn’t happen. Diana was so upset about not getting promoted then that she initially decided not to apply for the current opening. She eventually changed her mind—after all, the company had just named her Restaurant Manager of the Year and entrusted her with managing its flagship location. Diana thought her chances had to be really good this time.

A multi-unit management position was a desirable move up for any general manager and was a goal to which Diana had aspired since she began working in the industry. When she had not been promoted the last time, Julie, her supervisor, explained that her people skills needed to improve. But Diana knew that explanation had little to do with why she hadn’t gotten the job—the real reason was corporate politics. She heard that the person they hired was some super star from the outside—a district manager from another restaurant company who supposedly had strong multi-unit management experience and a proven track record of developing restaurant managers. Despite what she was told, she was convinced that Tom, her regional manager, had been unduly pressured to hire this person, who had been referred by the CEO. 

 

Apply your knowledge of the four emotional intelligence dimensions to discuss the likely reasons why Diana wasn't offered a promotion. * Abilities Recognition of emotion Regulation of emotion Yourself Dimensions of Emotional Intelligence Awareness of own emotions Ability to perceive and understand the meaning of your own emotions and make sense of them. Management of own emotions Ability to manage our own emotions (e.g. we try not feel angry or frustrated when event goes against us. We try to display joy and happens toward other when the occasion calls for these emotions) Requires deep acting to generate or suppress emotions . Others Awareness of others' emotions Ability to perceive and understand emotions of others Requires empathy: understanding/ sensitivity to feelings, thoughts, and situation of others. Understanding others situation and experiencing their emotions and knowing their needs even when unstated. Being organizationally aware-e.g., sensing office politics, social networks Management of others' emotions Examples of managing others' emotions: Consoling people who feel emotionally sad. Emotionally inspiring team members to complete a " project on time. Getting stranger to feel comfortable working with you. Dissipating co-worker stress and other dysfunctional emotions that they experience. Enter your answer