Everyone working in the store will need to adapt to the new selling platform since Susan will now run the online retail outlet from the actual store. Workers must adapt to handle online orders and deal with any issues that may develop soon. Starting from the first store to the expansion until to the new business platform, Susan still chooses Cassandra to lead the management. It is evidently seen that Cassandra's leadership skills have been improving since she started her role in the shop. The next step is how can Susan maintain the awareness and sensitivity of everyone to engagement as The Bean Shop expands.

Just like how Susan help Cassandra and the employees from the previous expansion, she still needs to maintain the open communication within the team. Susan must make sure the changeover goes as smoothly as possible. Establishing the cause for the improvement and the part Cassandra plays in carrying out the expansion is one way to go about it. Cassandra will feel more devoted to her job and to the business if she perceives the value of her contributions. She can guide Cassandra in developing her organizational intelligence. So, Cassandra will learn to expand her network within the company, observe non-verbal clues, reflect before responding, and make a positive impression without trying too hard.

Susan can also encourage Cassandra in leading from the middle by helping her in preventing burnout. She is the store's sole manager and burnout puts Cassandra at a significant risk of leaving. Susan must take preventive action by help in reducing Cassandra's stress. Also, it is beneficial to make sure that Cassandra rests. She needs to take vacations, time offs, and breaks to unwind. Since Cassandra is the only manager of The Bean Shop, this could make her feel stressed and overwhelmed. If Susan constantly checks up on Cassandra's plotted time off, it will make Cassandra have more of a work life balance.

Lastly, Susan can be the boss that all employees want and need. Susan can demonstrate that she values her people by putting their needs above her own. Also, Susan should be a good example to Cassandra. Susan needs to show her support to Cassandra and the team by showing up in the shop to see how things are going and get feedbacks from them. I think this will really solidify the bond that they have and can establish employee engagement. It will also help Cassandra understand the effort it took in building the business, which will make her more committed to running it well. She will understand the initial goals and vision of Susan and she will be able to find where she fits in the puzzle. This will develop a productive relationship between Cassandra and Susan, which is important in leading from the middle.

Sources:

Everyone working in the store will need to adapt to the new selling platform since Susan will now run the online retail outlet from the actual store. Workers must adapt to handle online orders and deal with any issues that may develop soon. Starting from the first store to the expansion until to the new business platform, Susan still chooses Cassandra to lead the management. It is evidently seen that Cassandra's leadership skills have been improving since she started her role in the shop. The next step is how can Susan maintain the awareness and sensitivity of everyone to engagement as The Bean Shop expands.

Just like how Susan help Cassandra and the employees from the previous expansion, she still needs to maintain the open communication within the team. Susan must make sure the changeover goes as smoothly as possible. Establishing the cause for the improvement and the part Cassandra plays in carrying out the expansion is one way to go about it. Cassandra will feel more devoted to her job and to the business if she perceives the value of her contributions. She can guide Cassandra in developing her organizational intelligence. So, Cassandra will learn to expand her network within the company, observe non-verbal clues, reflect before responding, and make a positive impression without trying too hard.

Susan can also encourage Cassandra in leading from the middle by helping her in preventing burnout. She is the store's sole manager and burnout puts Cassandra at a significant risk of leaving. Susan must take preventive action by help in reducing Cassandra's stress. Also, it is beneficial to make sure that Cassandra rests. She needs to take vacations, time offs, and breaks to unwind. Since Cassandra is the only manager of The Bean Shop, this could make her feel stressed and overwhelmed. If Susan constantly checks up on Cassandra's plotted time off, it will make Cassandra have more of a work life balance.

Lastly, Susan can be the boss that all employees want and need. Susan can demonstrate that she values her people by putting their needs above her own. Also, Susan should be a good example to Cassandra. Susan needs to show her support to Cassandra and the team by showing up in the shop to see how things are going and get feedbacks from them. I think this will really solidify the bond that they have and can establish employee engagement. It will also help Cassandra understand the effort it took in building the business, which will make her more committed to running it well. She will understand the initial goals and vision of Susan and she will be able to find where she fits in the puzzle. This will develop a productive relationship between Cassandra and Susan, which is important in leading from the middle.

Sources:

https://www.linkedin.com/learning/leading-from-the-middle https://www.ccl.org/articles/leading-effectively-articles/4-keys-strengthen-ability-influence-others/ https://www.linkedin.com/learning/leading-from-the-middle/assess-your-work?autoplay=true&u=2245281 https://www.ccl.org/articles/leading-effectively-articles/4-keys-strengthen-ability-influence-others/ https://www.linkedin.com/learning/leading-from-the-middle/assess-your-work?autoplay=true&u=224528

QUESTION: WHAT CAN YOU DISCUSS ABOUT THE STATEMENTS ABOVE?

ABOVE STATEMENTS IS BASED ON THE DISCUSSION ON THE BEANSHOP SHOWN BELOW.

The Bean Shop is a small-sized, artisan coffee shop with big plans for expansion. There are currently two locations, each with their own manager. Heramb Patel is Manager with 1|] years retail gum and he is very well liked by all the employees. They were grateful when Heramb spoke to the owner, Susan, about a health plan and they enjoyed the social activities The Bean Shop provided for the whole team. He knew most of the employees by name and he spent much of every day visiting with staff and asking them how they are doing, Heramb felt it was important to treat employees well so they would have a sense of loyalty to the small, yet growing, coffee shop. He always tried to avoid seasonal layoffs, knowing the small business couldn't afford to lose great baristas. The employees knew if they had a problem, Heramb was always there to help them. For example, when one employee had a scheduling problem with final school exams, Hermab quickly amended the schedule. Hermab really felt that if you tried to accommodate and help everyone, they wouldn't need close supervision or reminders to get the work done. He applied the same logic to the shift leads: he left them alone to run the shop floor. He did not set objectives or sales targets and he never asked the team to make performance improvement plans. If everyone was happy, he E happy, and the business was just fine. Heramb's locations had the lowest staff turnover of the two locations, but overall gross reveneus were lower. When Susan had to make a call to streamline staff and amalgamate her managers, Hermab was let go and Cassandra Jones was asked to manage both locations. Cassandra had the W things done and drive sales. and she quickly began making changes. Al staff activities were cut form the operations budget, and discussions were ceased about health programs and other benefits. If the salary wasn't good enough for the staff members, then they could nd a new place of employment. Cassandra implemented daily and weekly sales targets for each location and posted "competition boards" to see which location coufd win. She also implemented a checkin timecard system. Each employee had to check in and out every time they took a break or left shift. Cassandra feft she needed to monitor every minute of their shift. If employees asked questions or had concerns about the schedule, she quickly dismissed conversations. She also wanted theSbi Leads to write up weekly status reports on every employee. The Leads started to feel buried in hesitate to let people go and hire new people. Staff turnover skyrocketed under the new structure. Susan wanted to expand locations and had plans for at least two more locations. However, she quickly realized that her employment costs were higher than they ever were. Staff who had worked with Heramb struggled with Cassandra's new leadership style and left in search of new work environments. Susan was nervous about her expansion plans now...The Bean Shoo had become unpleasant place to work.