3 What leadership approach would you have taken in this situation? When DGL International, a manufacturer of refinery equipment, brought in John Terrill to manage its technical services division, company executives informed him of the urgent situation. Technical services, with 20 engineers, was the highest- paid, best-educated and least productive division in the company. The instruction to Terrill: turn it around. Terrill called a meeting of the engineers. He showed great concern for their personal welfare and asked point blank: 'What's the problem? Why can't we produce? Why does this division have such turnover?' Without hesitation, employees launched a hail of complaints. 'I was hired as an engineer, not a pencil pusher', and "We spend over half our time writing asinine reports in triplicate for top management, and no one reads the reports'.