Describe your assessment of Dr. Jim's leadership approach.

1. what is Dr. Jim's leader style preference?

2. What strength is being "overdone" and becoming the source of a weakness?

3. Describe the situation. What has happened and what questions should be asked to improve the organizational climate?

PLEASE USE SECRETS STYLE TO SUPPORT ANALYSIS

The Secrets for Each Style When working with Analytics When working with Drivers Do: Do: Have your act together. Be on time. Make sure numbers and facts are correct. Get to the point. Present many options, with may +'s, -'s. Provide two options for decisions. Let them guide the discussion. When necessary, create "chemistry." Let them draw up the timetable and steps. Find ways to agree with them. Support their values and principles. Stick to the facts, not personalities. Assure them of no surprises. Stay on the topic, be efficient. Give them time to decide. Give the odds, probabilities. Be organized. Remember that everything has a point. Let them decide when the meeting is over. Bottom line oriented. Don't: Don't: Get casual and relaxed. Get casual/relaxed (unless they initiate it.) Tell jokes or war stories. Personalize or give testimonials. Push them to make a decision. Waste their time (as they perceive it). Push them for personal information or feelings. Show weakness. Use opinions or experiences as evidence. Offer assurances. Use gimmicky or clever manipulations. Ask them vague questions. When working with Amiables When working with Expressives Do: Do: Be personable. Give them plenty of airtime. Show interest in their family. Laugh at their jokes (even if not funny). Be relaxed and casual. Use testimonials with a point. Show them how they can help others. Let them have the last word or story. Draw out their feelings and share your own. Support their dreams and intuitions. Be patient, find out their goals. Develop mutually stimulating ideas and plans. Be responsive to their comments. Keep things moving forward. Be candid, open and honest. Offer incentives for willingness to take risks. Show how their decisions minimize risks. Suggest ways to implement expressed ideas. Present your case softly, non-threatening. Don't deal with details, get them in writing. Don't: Don't: Use silence (they hate it, don't trust it) Be competitive or argumentative. Use statistics, data, and analysis of facts. Push them to make a decision. Be surprised by changes in views/plans. Force them to choose who gets hurt. Comment on their clutter/disorganization. Emphasize risks of a decision or action. Hurry the meeting or cut things short. Force them to do anything.James Monrow is a Junior Partner with Valley Veterinary Clinic, a specialty animal medical hospital. He has a long history with the company, having worked at the clinic for 6 years including as a veterinary technician before veterinary medical school and now as a licensed veterinarian. He has consistently achieved outstanding results and since his return last year has built a small, but growing, group of loyal clientele. Dr. Jim knows many of the employees from his time as a technician and has appreciated the feeling that relationships are already established. He has a reputation for being innovative in his thinking and, in his words, has become a sounding board for employee frustrations. As Junior Partner, Dr. Jim is expected to be "on call" two weekends of each month. These emergencies frequently require the assistance of a technician and Dr. Jim has been frustrated by how resistant employees are to assisting with emergency calls. In his last emergency, a Labrador retriever needing intravenous treatments, the "first call" technician didn't answer and he had to call four different employees before someone agreed to assist. Dr. Jim recognizes the value that the technicians provide but also feels that the technician job is a stepping stone. Speaking from the "Doctor Lounge" he offers the following: "Listen, I don't mind emergency calls. All the billable hours go straight to me and I definitely appreciate the extra pay given all my student loans. I know it may be inconvenient to get called in, but techs have to put in the time, I certainly did. I don't recall any special thanks but I also didn't complain. It was just part of the job." However, as problems have emerged, productivity is down and two experienced technicians have left. Both cited poor leadership inclusion as a key reason for leaving. Morale among the rest of the staff is dropping and relations between technicians and the other partners are not very good. James has noticed that employees speak with him less and has overheard complaints that the doctors never listen and that he does not follow through on promoting change