See if you can apply the principles of self-transformation, especially from the Kegan and Lahey model, to this situation. This is a case study about a manager with poor interpersonal skills.

Jennifer is the Accounting Department manager for a regional chain of convenience stores. Jennifer is exceptional in her accounting knowledge.

She was so good, in fact, that she was promoted to department manager in her previous company after only two years on the job. She has been at her current company for ten months. She has implemented two accounting procedural changes that have streamlined the work and resulted in cost savings for the company.

She reports to the CFO, and he is concerned about Jennifer, despite her obvious talents. There is no denying that she has had a positive impact, but Jennifer is not fitting in so well. Jennifer is a poor communicator and seems to have alienated quite a few of her peers and employees.

She is often aloof and distant. Her usual way of motivating performance is to simply dictate what will be done and expect compliance with her orders. She has good ideas but has little ability to present them well or to work as part of a team.

You are Jennifer's CFO, and youbelieve you can coach Jennifer. How would you approach her and what wouldyou say? What issues wouldyou work with her on? How would you hold Jennifer accountable for improvement of the issues you identified?