Yesterday we discussed the case Matt Leeds, written by Linda Hill. Suppose the following series of decisions and events happened to him after the situation described in the case. Analyze the seven parts of this fictional sequel with the tools and approaches learned in the course and evaluate Leeds' effectiveness in analyzing, obtaining and using power.

(Maximum number of words: 2000)

"After the car incident, Matt Leeds realizes that his basic problem is that he does not understand power. He takes an online seminar of six hours and starts reading all the books he can find about this topic. Now he feels ready to manage power and influence.

1.His first decision is to find a mentor. Dan Hopper is ready to help him. They start meeting for coffee every fifteen days. But Hopper is too busy and often seems distracted. Moreover, Matts does not agree fully with his main piece of advice, to adapt to the situation and be more "chameleonic". Therefore, he finds a second mentor, also a partner, Sam Smith, who has much more time in his hands, since he will retire in a year. Matts thinks this is a clear advantage, because Sam will become not just a mentor, but also a sponsor. Sam, however, is an old rival of Hopper and his main advice Leeds is to confront Lyle and Swift.

2.Leeds decides to confront Lyle and Swift and stand up for what he believes. He does it, however, with a lot of anger and before Lyle writes his final evaluation as a team member.

3. Nonetheless, he knows he has to advance on multiple fronts. He helps the firm recruit new associates and starts coaching them.

4. In order to have a good plan B, he reconnects with his old job, Right Away stores. He launches there a new social initiative to help employees volunteer in working with neighborhood children who fail at school. This is a project that gives him a lot of satisfaction but also requires a lot of his free time.

5.He meets with his Managing Partner and demands to be placed in a better team next time, given his terrible experience working with Swift and Lyle. The Managing Partner response is ambiguous: he acknowledges that Leeds first months in the firm have been difficult and demanding, but he makes no promises.