Peter Weaver demonstrated several key leadership traits in the given scenarios

1. A PRESENTATION
By:
Tanmay Agarwal - 157
Purva kimtee - 090

2. Peter Weaver doesn’t like to follow the crowd. He thinks groupthink is a common problem in many
organizations. This former director of marketing for a consumer products company believes differences of
opinion should be heard and appreciated. As Weaver states, “I have always believed I should speak for
what I believe to be true.” He demonstrated his belief in being direct and candid throughout his career.
On one occasion, he was assigned to market Paul’s spaghetti-sauce products. During the brand review,
the company president said, “Our spaghetti sauce is losing out to price-cutting competitors. We need to
cut our prices!” Peter found the courage to say he disagreed with the president. He then explained the
product line needed more variety and a larger advertising budget. Prices should not be cut. The president
accepted Weaver’s reasoning. Later, his supervisor approached him and said, “I wanted to say that, but I
just didn’t have the courage to challenge the president.” On another occasion, the president sent Weaver
and 16 other executives to a weeklong seminar on strategic planning. Weaver soon concluded the
consultants were off base and going down the wrong path. Between sessions, most of the other
executives indicated they didn’t think the consultants were on the right path. The consultants heard
about the dissent and dramatically asked participants whether they were in or out. Those who said “Out”
had to leave immediately. As the consultants went around the room, every executive who privately
grumbled about the session said “In.” Weaver was fourth from last. When it was his turn, he said “Out”
and left the room. All leaders spend time in reflection and self-examination to identify what they truly
believe and value. Their beliefs are tested and fine-tuned over time. True leaders can tell you, without
hesitation, what they believe and why. They don’t need a teleprompter to remind them of their core
beliefs. And, they find the courage to speak up even when they know others will disagree

3. Peter Weaver demonstrated several key leadership traits in the given
scenarios:
In the scenarios presented, Peter Weaver emerges as a notable exemplar of effective leadership,
displaying several key leadership traits that set him apart. One of the foremost attributes he
demonstrated was his unwavering courage to express his convictions even when they challenged
prevailing norms or authority. Weaver's inclination to voice his dissenting opinions, as seen in his
refusal to advocate for price cuts despite pressure from the company president, underscored his
capacity for independent thinking and his commitment to standing by what he believed to be true.
Additionally, Weaver's actions exemplified a strong sense of integrity and authenticity. His willingness
to speak his mind candidly and without reservation highlighted his ethical commitment to truth and
transparency, setting an inspiring example for others in the organization. Furthermore, his strategic
vision became evident through his proposals for greater product variety and increased advertising
budgets, showcasing his ability to think beyond immediate concerns and identify long-term solutions
for the company's challenges.

4. Peter Weaver demonstrated several key leadership traits in the given
scenarios:
Courageous Conviction: Weaver exhibited the courage to speak up and stand by his beliefs,
even when they diverged from popular opinion or authority figures.
Independent Thinking: He was not afraid to think independently and critically assess
situations, even when it meant going against the consensus or challenging established
norms.
Integrity and Authenticity: Weaver's actions reflected his commitment to integrity and
authenticity, as he spoke his mind honestly without fear of consequences or social
pressures.
Strategic Vision: He demonstrated a clear strategic vision by proposing alternative solutions
and perspectives in the face of challenges, showing his ability to think long-term and
beyond immediate concerns.
Confidence in Conviction: Weaver had confidence in his convictions and was not swayed by
the fear of potential consequences, showing resilience in the face of adversity.

5. In Weaver's shoes, it is crucial to approach situations with a balanced perspective. While it is commendable to
stand by one's beliefs and speak up when necessary, it is also important to carefully consider the potential
implications and approach dissent in a constructive manner. Here's what I would have done:
• Express Dissent Constructively: I would voice my disagreement with the consultants or the
company president in a respectful and constructive manner, providing well-thought-out reasons
and alternative solutions.
• Gauge the Timing: I would assess the situation and consider the appropriate timing to express
my concerns, ensuring that my dissent is conveyed in a manner that allows for open dialogue
and discussion rather than disruption.
• Consider the Impact: I would evaluate the potential consequences of my dissent and consider
the best way to communicate my viewpoint while maintaining positive relationships with
colleagues and superiors.
• Offer Alternative Solutions: In addition to expressing disagreement, I would offer alternative
solutions or suggestions, demonstrating a proactive approach to problem-solving and a
willingness to contribute constructively to the organization's success.
• Build Consensus: If possible, I would work towards building consensus by encouraging open
dialogue and collaboration, allowing different perspectives to be heard and considered in the
decision-making process.

6. Thank you.