Case analysis: When a New Manager Stumbles, Who’s at Fault?

Bahejiang Jinensi
20221696

1) Why has Goldstone failed the assignment?

Reason 1. Underestimating the Complexity of Management and he did not have a sense of
changing a role.
Main reason : Goldstone didn’t fully understand what it meant to be a manager and thought
it would be an easy transition from being a top sales rep. He thought being a manager was
just about hitting sales targets and having a bit more authority. He didn’t realise that
managing people involves a whole new set of skills, including leadership, strategic thinking,
and handling administrative tasks. This misunderstanding set him up for failure right from the
start because he wasn’t prepared for the real challenges of the role.

Evidence from the case: Goldstone believed that “branch manager was nothing more than
being lead sales rep, only with more sway and liability.” This shows he assumed his success
in sales would directly translate to success in management without realising the additional
responsibilities and skills that may be required.

Reason 2. Inability to Adapt to Different Personalities

Main reason: Goldstone treated all his team members as if they were exactly like him,
without recognizing their individual differences and needs. However, as a manager, it’s
crucial to understand that each team member is unique, with different strengths, weaknesses,
and motivations. Goldstone failed to see this and tried to manage everyone the same way,
which led to misunderstandings and frustration. His one-size-fits-all approach didn’t work,
especially with strong personalities like Tony Skrow and those needing more support like
Juba Puckett.

Evidence from the case: He admitted, “I’d seen them all as clones of myself—my
motivations, my talents. No way was I prepared for their individuality.” This lack of
adaptability meant he couldn’t effectively manage and motivate his team.
Reason 3. Overwhelmed by Administrative Tasks
Main reason: Goldstone struggled to keep up with the administrative side of his role, which
consumed most of his time and energy. A significant part of management involves handling
administrative tasks efficiently. Goldstone was swamped by these tasks and didn’t manage
his time well, which left him little time for strategic thinking or team development and other
crucial activities. This means that he was constantly firefighting instead of leading.

Evidence from the case: He described his days as being filled with “41 disjointed
conversations” and staying up late to work on paperwork, saying, “I found myself making
notes on strategic plans at the dinner table and reading budgets at 3 a.m.”

Reason 5. Poor Communication with Superiors

Main reason: Goldstone didn’t keep his regional director, Gloria Ludlow, informed about his
challenges and hesitated to seek her advice. Effective communication with superiors may
help him to be a successful manager. However, Goldstone did not Share his struggles and
seeking advice from Ludlow left him isolated. Regularly updating superiors and seeking their
input could have provided him with the support and resources needed to address his
challenges.

Evidence from the case: Despite Ludlow’s offer to help, Goldstone thought, “this didn’t feel
like ‘keeping her informed.’” This lack of communication meant he missed out on valuable
support and guidance.

Reason 6. Over-Involvement in Sales

Main reason: Goldstone couldn’t let go of his sales role and got too involved in the sales
process. He needed to focus on developing his team rather than doing their work for them. By
stepping in to handle sales directly, he undermined his reps’ confidence and ability to learn.
This frustrated his team and led to a lack of trust and motivation among the reps.

Evidence from the case: He personally handled the Middlesex account sale, which led
Puckett to feel undermined and eventually quit.
In summary, Goldstone failed because he didn’t understand the true nature of management,
got overwhelmed by administrative tasks, failed to communicate effectively with his
superiors, and couldn’t let go of his sales role. These issues combined to create a situation
where he couldn’t succeed as a manager.

2) Is it too late to save Goldstone: yes or no? (provide explanation)

In my opinion, it is not too late to save Goldstone.

Reason 1. Potential for Growth and Learning

Explanation: Goldstone has shown a willingness to learn and adapt, as evidenced by his
efforts to attend the management seminar and his attempts to understand his team's needs.
Despite feeling that the seminar didn't directly address his specific issues, he still sought out
resources to improve his management skills. This shows he is committed to improving and
capable of learning from his mistakes.

Evidence from the case: Goldstone attended a seminar in New Haven, Connecticut, although
he felt it was "touchy-feely" and not directly helpful, he demonstrated a willingness to seek
out professional development opportunities.

Reason 2. Demonstrated Capability to Achieve Quotas

Explanation: Despite his struggles, Goldstone has demonstrated his ability to achieve sales
targets. He managed to meet his quota for the second quarter and get in touch with a top
performer from a competitor. These accomplishments indicate that he has the potential to
succeed if he can address his management shortcomings.

Evidence from the case: "Two days later, I made a quota for the second quarter. Win one." he
also successfully lured a top rep from Spinnaker: "The Friday before Veterans Day, one of
our lowest-producing reps quit. Talk about luck. I knew the top rep at Spinnaker, our main
competitor, and I lured him away with the promise of his own corner office." This shows his
ability to attract talent.

Reason 3. Existing Relationships and Team Knowledge

Explanation: Goldstone has already built relationships with his team members and
understands their strengths and weaknesses. With the right guidance and support, he can
leverage this knowledge to better manage and motivate his team.

Evidence from the case: His interactions with team members, such as understanding Durkee's
personal challenges, show that he is engaged and has the potential to build stronger
relationships.