Joe is the Vice-President of Hyperlink Systems. His plant produces circuit boards that are used in Nokia cell phones and IBM computers. Hyperlink is caught in a competitive pricing squeeze, so he hired a consultant to study the production department. After the consultants recommendations were in and Joe evaluated the results he spoke with plant manager Sue Harris. Harris, asked that the consultant’s recommendations be implemented immediately. She thought that total production would increase right away. Weekly production goals were set higher than ever. Joe worried that in her zealous approach to implementation Harris didn’t take into account the time required to learn new procedures, and that plant workers would be under great pressure to make what may be unrealistic goals. He vocalized this to Harris who assured him that it would work. That her employees could “see the vision”.  However, anxious to empower Sue to make her own decisions, Joe did not act on his concerns. He did watch things and soon realized that his fears were not unfounded.  A handful of workers resisted the new work methods because they felt they could produce more circuit boards using the old methods. While most workers have changed to the new methods, their productivity has not increased. Even after a month, many workers think the old ways are more efficient, faster, and more productive. The numbers for production had not changed. They were now facing the beginning of the second month with the new methods and a very split workforce. Today, a delegation has come to Joe’s office with concern that the new goals and procedures are not working and the Sue Harris is making them change for the worse. “She claims,” they report “that they are not using the new methods correctly and this is why the productivity is not increasing.” The group says that the she is not trusting them to do the job. They also say that they do not want her to know that they went over head by coming to you. They are afraid it will make things worse. Joe has a couple of other concerns with Harris. Joe recently spoke with another colleague, John, who was complaining about Sue’s lack of dependability. She had asked John to attend an operations conference, and at the last minute sent another supervisor instead, without any explanation. She has made other promises of supplies and equipment to his section, and then never followed through. Joe thinks Sue makes promises she can’t keep probably out of desire to please. The end result is that she acts too quickly without adequate implementation and follow-up. Joe can see that she is developing trust issues right and left. Worse yet he feels that if he doesn’t do something about things soon people will not think him trustworthy. Reading the theme material for the week what would you suggest Joe do to protect his relationship with Susan and her staff? Include in your answer a description of what trust means to a leader, how it creates followers, and how you might c.

1. Joe is the Vice-President of Hyperlink Systems. His plant
produces circuit boards that are used in Nokia cell phones and
IBM computers. Hyperlink is caught in a competitive pricing
squeeze, so he hired a consultant to study the production
department. After the consultants recommendations were in and
Joe evaluated the results he spoke with plant manager Sue
Harris. Harris, asked that the consultant’s recommendations be
implemented immediately. She thought that total production
would increase right away. Weekly production goals were set
higher than ever. Joe worried that in her zealous approach to
implementation Harris didn’t take into account the time
required to learn new procedures, and that plant workers would
be under great pressure to make what may be unrealistic goals.
He vocalized this to Harris who assured him that it would work.
That her employees could “see the vision”. However, anxious
to empower Sue to make her own decisions, Joe did not act on
his concerns. He did watch things and soon realized that his
fears were not unfounded. A handful of workers resisted the
new work methods because they felt they could produce more
circuit boards using the old methods. While most workers have
changed to the new methods, their productivity has not
increased. Even after a month, many workers think the old ways
are more efficient, faster, and more productive. The numbers for
production had not changed. They were now facing the
beginning of the second month with the new methods and a very
split workforce.
Today, a delegation has come to Joe’s office with concern that
the new goals and procedures are not working and the Sue
Harris is making them change for the worse. “She claims,” they
report “that they are not using the new methods correctly and
this is why the productivity is not increasing.” The group says
that the she is not trusting them to do the job. They also say that
they do not want her to know that they went over head by

2. coming to you. They are afraid it will make things worse.
Joe has a couple of other concerns with Harris. Joe recently
spoke with another colleague, John, who was complaining about
Sue’s lack of dependability. She had asked John to attend an
operations conference, and at the last minute sent another
supervisor instead, without any explanation. She has made other
promises of supplies and equipment to his section, and then
never followed through. Joe thinks Sue makes promises she
can’t keep probably out of desire to please. The end result is
that she acts too quickly without adequate implementation and
follow-up. Joe can see that she is developing trust issues right
and left. Worse yet he feels that if he doesn’t do something
about things soon people will not think him trustworthy.
Reading the theme material for the week what would you
suggest Joe do to protect his relationship with Susan and her
staff? Include in your answer a description of what trust means
to a leader, how it creates followers, and how you might change
the structure and culture of the company to facilitate the repair
of any trust issues. Make sure to bring in the techniques that are
mentioned in your reading. What suggestions would you give
Susan to help her fix and rebuild her relationships? Be specific
and practical with your suggestions to both questions.
The references below must be used in-text citation APA.
References
http://www.forbes.com/sites/forbesleadershipforum/2012/10/24/
you-cant-be-a-great-leader-without-trust-heres-how-you-build-
it/

3. http://eds.a.ebscohost.com.ezproxy.umuc.edu/eds/detail/detail?v
id=1&sid=71faeb47-a6e4-48d7-a0b0-
d1614e49e8a0%40sessionmgr4003&hid=4110&bdata=JnNpdGU
9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#AN%3dedsgcl.4
11493635%26db%3dedsgao
http://www.leadershipnow.com/CoveyOnTrust.html
https://www.acem.org.au/getmedia/3bba47a4-cb80-47e2-a03a-
b27683fc6898/Building_trust_Blanchard.pdf.aspx
http://www.fastcompany.com/3000204/how-leaders-build-trust
http://www.kenan-flagler.unc.edu/executive-
development/custom-
programs/~/media/827B6E285F2141C49D407DF7E5F5A1C4.as
hx