Lean Starting Your Life: 1.  2-3 single-spaced pages 2.  Describe how you will:       a.  Apply at least three of the core principals of Lean Startup to your life.   Must choose one form each column Assumption Busting                      Customer Empathy                                       MVP Root Cause Analysis                   Value Proposition Statement                  Experiments b.  Be very specific in terms of the issue/area you are addressing, c.  What specific tools you will utilize and  d.  The specific action plan to do this. BREITT, STARR & DIAMOND CASE STUDY 2 Abstract Transformational leadership approach would be the best solution for Breitt, Starr & Diamond LLC. The three founders never wanted to be leaders, they wanted to focus on their creative expertise. The four behaviors that define transformational leadership exemplify the culture need at Breitt, Starr & Diamond LLC. The newly hired general manager, Brad Howser followed an authoritarian leadership model. This approach was upsetting with the existing team, as they were not included in paradigm shift of leadership and strategy of the company. Howser’s approach to leadership was also transactional in nature. This approach was very efficient financially and was the first to launch internal controls. In the beginning of my own career, I would consider myself a Country Club Manager, as I wanted to please everyone. Over the years, I have to learned to transform into Team Management approach. Keywords: leadership, culture shifts, paradigms, behaviors BREITT, STARR & DIAMOND CASE STUDY 3 Transformational leadership would be the best approach for the case study of Breitt, Starr & Diamond LLC. The company was formed with the three of them, each bringing their specialized creative expertise. The agency had grown so much that it required hiring of seven new employees to help sustain the growth of the business. The foundation of the business is that of small, creative, open, trustworthy work environment. “Transformational leaders transform the personal values of followers to support the vision and goals of the organization by fostering an environment where relationships can be formed and by establishing a climate of trust in which visions can be shared” (Stone, Russell, & Patterson, 2004). In 1991 it was established by Avolio four primary behaviors that constitute transformational leadership (Avolio, Waldman, & Yammarino, 1991): 1. Idealized influence. 2. Inspirational motivation. 3. Intellectual stimulation. 4. Individualized consideration. “Leaders are being driven into unfamiliar territory where change remains the only constant” (Sarros & Santora, 2001). This was the exact predicament that Josh, Rachel & Justin found themselves in before deciding to hire Brad Howser, their new General Manager. Regarding the leadership grid, Howser followed the Authority Compliance (Bateman, Snell, ...

1. Lean Starting Your Life:
1. 2-3 single-spaced pages
2. Describe how you will:
a. Apply at least three of the core principals of Lean
Startup to your life.
Must choose one form each column
Assumption Busting Customer Empathy
MVP
Root Cause Analysis Value Proposition Statement
Experiments
b. Be very specific in terms of the issue/area you are
addressing,
c. What specific tools you will utilize and
d. The specific action plan to do this.
BREITT, STARR & DIAMOND CASE STUDY
2
Abstract
Transformational leadership approach would be the best
solution for Breitt, Starr & Diamond
LLC. The three founders never wanted to be leaders, they

2. wanted to focus on their creative
expertise. The four behaviors that define transformational
leadership exemplify the culture need
at Breitt, Starr & Diamond LLC. The newly hired general
manager, Brad Howser followed an
authoritarian leadership model. This approach was upsetting
with the existing team, as they were
not included in paradigm shift of leadership and strategy of the
company. Howser’s approach to
leadership was also transactional in nature. This approach was
very efficient financially and was
the first to launch internal controls. In the beginning of my
own career, I would consider myself
a Country Club Manager, as I wanted to please everyone. Over
the years, I have to learned to
transform into Team Management approach.
Keywords: leadership, culture shifts, paradigms, behaviors
BREITT, STARR & DIAMOND CASE STUDY
3

3. Transformational leadership would be the best approach for the
case study of Breitt, Starr
& Diamond LLC. The company was formed with the three of
them, each bringing their
specialized creative expertise. The agency had grown so much
that it required hiring of seven
new employees to help sustain the growth of the business. The
foundation of the business is that
of small, creative, open, trustworthy work environment.
“Transformational leaders transform the personal values of
followers to support the
vision and goals of the organization by fostering an
environment where relationships can be
formed and by establishing a climate of trust in which visions
can be shared” (Stone, Russell, &
Patterson, 2004). In 1991 it was established by Avolio four
primary behaviors that constitute
transformational leadership (Avolio, Waldman, & Yammarino,
1991):
1. Idealized influence.
2. Inspirational motivation.
3. Intellectual stimulation.
4. Individualized consideration.

4. “Leaders are being driven into unfamiliar territory where
change remains the only
constant” (Sarros & Santora, 2001). This was the exact
predicament that Josh, Rachel & Justin
found themselves in before deciding to hire Brad Howser, their
new General Manager.
Regarding the leadership grid, Howser followed the Authority
Compliance (Bateman,
Snell, & Konopaske, 2019). This methodology proved to be
good for the firm regarding
efficiencies, operations and potentially cost savings.
Unfortunately, the negative impact upon
the firm was the lack of regard, or empathy towards the
employees. Two confirmed
resignations and one more on the way is a sure tale sign of
potentially not the best leadership
move.
BREITT, STARR & DIAMOND CASE STUDY
4
Transactional leadership would be another methodology that
Howser followed. This was

5. show by his actions of keeping to strict schedules, controlling
the manner in which supplies
were ordered by his custom designed form. All signs of good
internal controls, but at what
costs?
H. James & Voehl describe the required essentials needed to
move forward with a
cultural change management (CCM) process:
• Change should be embraced as the all employees’ culture and
not only the top
management’s vision or desire.
• Change should be considered in terms of corporate culture and
business needs
simultaneously.
• The core part of any CCM effort is to have a management
transformation strategy.
• People will not change unless and until they are
psychologically ready to
withdraw from their current daily habits (H. James & Voehl,
2015).
In the case of Breitt, Starr & Diamond, these crucial steps were
not taken. Howser was being a

6. good leader, but perhaps was acting in a silo and was not
getting the leadership team involved,
nor was he getting the team involved. Thus, created a hostile
environment between the founders
and their employees.
“In becoming a leader, it is essential that you take on the role
in ways and practices that
you can be comfortable with” (Canning, 2016). These words sit
very personally with the author
of this case study. In my career, I have been able to mold my
leadership style to one that is more
effective. In the beginning, I would certainly classify myself as
the Country Club Leader
(Bateman, Snell, & Konopaske, 2019). As of now, I have been
able to transform my style to that
of Team Management (Bateman, Snell, & Konopaske, 2019).
Per Rego, Pereira Lopes &
BREITT, STARR & DIAMOND CASE STUDY
5
Volkmann Simpson the Leadership Grid they established would
mimic of Bateman et al. The

7. categories I would certainly classify as under Rego et al would
be Authentic and Machiavelically
Authentic, respectively (Rego, Pereira Lopes, & Volkmann
Simpson, 2017). Essentially, my
style is one that I will get the global strategic picture
accomplished, but able to guide the team to
get the details delegated appropriately.
BREITT, STARR & DIAMOND CASE STUDY
6

8. References
Avolio, B., Waldman, D., & Yammarino, F. (1991). Leading int
he 1990s: the four Is of
transformational leadership. Journal of European Industrial
Training, Vol. 15 No. 4, pp.
9-16.
Bateman, T. S., Snell, S. A., & Konopaske, R. (2019).
Management: Leading & Collaborating in
a Competitive World. New York: McGraw Hill Education.
Canning, B. (2016). Define Your Leadership Style.
MotorAge.Com, pp. 8-9.
H. James, H., & Voehl, F. (2015). Cultural Change
Management. International Journal of
Innovation Science, Vol. 7 No. 1, pp. 55-74.
Rego, P., Pereira Lopes, M., & Volkmann Simpson, A. (2017).
The Authentic-Machiavellian
Leadership Grid: A Typology of Leadership Styles. Journal of
Leadership Styles, Vol. 11
No. 2, pp. 48-51.
Sarros, J. C., & Santora, J. C. (2001, July). The
transformational-transactional leadership model
in practice. Leadership & Organization Development Journal,

9. Vol. 22 No. 8, pp. 383-
393.
Stone, A., Russell, R. F., & Patterson, K. (2004).
Transformational versus servant leadership: a
difference in leader focus. Emerald Insight, Vol. 25 No. 4, pp.
349-361.
BREITT, STARR & DIAMOND LLC
Josh Breitt, Rachel Starr, and Justin Diamond started an
advertising agency to serve the needs of small businesses
selling in and around their metropolitan area. Breitt contributed
clever ideas and a talent for writing scripts and wooing clients.
Starr brought a wealth of media contacts, and Diamond handled
the artwork. Their quirky ad campaigns soon attracted a stream
of projects from car dealers, community banks, and a carpet
store. Since the agency’s first year, these clients have kept the
bills paid while the three win contracts from other companies.
Breitt, Starr & Diamond (BS&D) prospered by helping clients
keep up with the times, and the agency grew to meet the
demand, adding a bookkeeper, a graphic artist, a web designer,
two salespeople, a social media expert, and a retired human
resource manager, who works 10 hours per week. As the firm
grew, the three partners felt they were constantly being pulled
away from their areas of expertise to answer questions and
solve problems about how to coordinate work, define jobs, and
set priorities. They realized that none of them had any
management training—and none of them had ever wanted to be
a manager. They decided to hire a manager for a position they
would call general manager of operations. That person would be

10. responsible for supervising the employees, making sure
expenses didn’t go over budget, and planning the resources
(including people) needed for further growth. The partners
interviewed several candidates and hired Brad Howser, a
longtime administrator for a four-physician medical office.
Howser spent the first few weeks quietly studying BS&D’s
financial data and observing employees at work. Then he
became more outspoken and assertive. Although the partners
had never cared to monitor what time employees came or left,
Howser began requiring all employees to start by 9:00 each
morning. The graphic artist and one of the salespeople
complained that flexible hours were necessary for their child
care arrangements, but Howser was unyielding. He also
questioned whether the employees had been shopping carefully
for supplies, indicating that from then on, he would be making
all purchases, and only after the employees submitted their
requests on a form of his design. Finally, to promote what he
called team spirit, Howser began scheduling weekly Monday-
morning page 369staff meetings. He would offer motivational
thoughts based on his experience at his previous job and invite
the employees to share any work-related concerns or ideas they
might have. Generally, the employees chose not to share.
Initially, the partners were impressed with Howser’s vigorous
approach to his job. They felt more productive than they had
been in years because Howser was handling employee concerns
himself. Then the top salesperson quit, followed by the social
media expert. The bookkeeper asked if she might meet with the
partners. “Is it something you should be discussing with Brad?”
Rachel asked her. The bookkeeper replied that, no, it was about
Brad. All the employees were unhappy with him, and more were
likely to leave.
Discussion Questions:
1. Assume that hiring a General Manager of Operations was a

11. good idea. What leadership style would be most effective in this
position (General Manager of Operations)? Why?
2. What leader behaviors did Brad Howser exhibit? How well
did they fit the needs of the ad agency?
3. Consider your own leadership style. What are some of your
tendencies, and how might you change your perspective?