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a destination for people even when they don%u2019t intend to walk away with a shopping bag,%u201d he%u2019d said.Shannon viewed Chris as an ally in spearheading innovation and growth. But he%u2019d called the previous day to say he%u2019d been offered a leadership role with a competitor. He hadn%u2019t intended to leave Highstreet, but its recent poor financial performance meant that his stock options were underwater. The competitor had offered him nearly double his current pay. Shannon wanted to make a counteroffer, but she worried how the rest of the team would react.Case Study Classroom NotesCollins calls this approach %u201cFirst Who, Then What.%u201d Do you agree that putting the right team in place takes priority ...A Whirlwind of ThoughtsShannon had succeeded in the past by trusting her gut and being decisive. However, David Cohn, the recruiter who%u2019d helped Highstreet select her, suggested that she might benefit from a formal review of the entire leadership group before making any moves. Even if she chose to shake up the team after that evaluation, it would show that her choices had been measured and would serve as a buffer against criticism.The process would include benchmarking her direct reports against internal and external candidates for the roles and identifying succession targets as needed. She could also hire coaches to work with high-performing but change-averse executives like Justin, giving them one last chance to get on board. She had asked David for a proposal but worried about the time his plan would take%u2014and about developing a reputation for needing consultants to help her make tough calls.