Sally, a manager at a greeting card company, faces challenges with team dynamics and talent management. A new employee, Jane, is highly talented but seems uncollaborative and arrogant towards colleagues. This has caused issues within the existing diverse team. Sally recognizes the team's potential but struggles to harness it fully. She is considering an informal performance review to address problems and improve communication. Various leadership theories, tools, and change models could help Sally analyze the situation and transform the team into a more collaborative, inclusive and productive unit.

1. CASE ANALYSIS:
TALENT MANAGEMENT AT
“ MAKE THEIR DAY ”
JEROSH DANNIE
JOEL KOSHY
KAVIN CHITHICK
KUMAR ADARSH
VRUSHAL KITKE

2. Greeting card company
Sally Dilemma
Team alienation
Existing team
Jane, a new employee
Sally, a manager

3. • Diverse team – A diverse team describes the diversity in personal,
physical, and social characteristics that exist.
• Examples: Difference in age, ability, nationality, ethnicity, gender.
• Inclusive team – An inclusive team is one in which every team member
feels that they belong, that their contribution matters, policies, and practices
are fair and diverse and the range of people are supported to work together.
• An ideal team is one that is diverse and an inclusive one.

4. • Inclusive Leadership: Sally can promote inclusive
leadership by recognizing and valuing the diversity of her
team members, encouraging open dialogue, and creating
an inclusive team culture.
• Diversity and Inclusion Frameworks: Sally can set
up mentoring and coaching programs to help Jane fit in
with the team, share her knowledge, and improve her
leadership skills.

5. • Attributes of each worker can be divided into three:
Observable attributes Less observable but well
known attributes
Invisible attributes
Eg : Personality,
Intelligence.
Eg : Functional Expertise Eg : Special Skills

6. The Johari Window is a psychological
model that represents self-awareness
and interpersonal relationships. It
was created by psychologists Joseph
Luft (1916–2014) and Harrington
Ingham (1916–1995) in 1955.
It consists of a four-quadrant grid:

7. The Johari Window is a tool for improving self-awareness and
enhancing communication within groups or relationships. It encourages
individuals to expand the "Open" area by sharing more about
themselves, reducing the "Blind" and "Hidden" areas, and ideally
leading to greater understanding and collaboration.
Reference
Luft, J.; Ingham, H. (1955). "The Johari window, a graphic model of interpersonal awareness". Proceedings of the Western
Training Laboratory in Group Development. Los Angeles: University of California, Los Angeles.

8. Detailed overview of a complex situation
Sally, a manager at Make Their Day ( Greeting card company ), faces
challenges in team dynamics, primarily due to the addition of Jane, a highly
talented but seemingly uncollaborative employee.

9. Leadership Style: Sally's management style is characterized by
empowerment and creativity, aligning with her vision of nurturing talent.
Delegating work to the right workers and empowering them to complete
the work on time and in good form.

10. Team Dynamics: The team is facing collaboration issues, partly due to Jane's
perceived arrogance and lack of patience with colleagues.

11. Talent Management: Sally recognizes the potential in her team but
struggles to harness it fully, especially with Jane's unique approach.

12. Communication: The importance of open and honest communication is
evident, as Sally contemplates an informal performance review to address
team issues.

13. • Transformational Leadership: Sally can use a type of leadership called
"transformational" to inspire and motivate her team to work together. This method
encourages leaders to be good examples and agents of change, which helps create a
feeling of purpose and new ideas.
• Situational leadership: Sally needs to change how she leads her team, including
Jane, depending on the situation and their needs. This theory says that leadership
should be adaptable and based on how ready each person and team is.

14. Belbin's Team Role Theory: Identifying team members' roles and strengths can help
Sally build a more balanced and effective team. This helps the team better understand Jane's
job and what she brings to the table. Dr Meredith Belbin invents and publishes this in 1981.

15. • Thomas-Kilmann Conflict Mode Instrument:
Sally can use this tool to evaluate and deal with conflicts
in her team, such as those caused by what people think of
as Jane's arrogance or by different working styles.
• Negotiation and Mediation Techniques: Sally can
use her skills in negotiating and mediating to help solve
problems and improve communication among team
members.

16. • The 70-20-10 Model: Sally can use this model to set
up talent development programs that focus on learning on
the job, coaching, and structured training to help Jane
and her team members learn new skills and work well
together.
• Mentoring and Coaching Models: Sally can set up
mentoring and coaching programs to help Jane fit in with
the team, share her knowledge, and improve her
leadership skills.

17. • Balanced Scorecard: Sally can develop key performance indicators (KPIs) aligned
with the company's mission and her team's goals to monitor team performance and
collaboration.
• Kotter's 8-Step Change Model:
If Sally decides to implement significant
changes, this model can guide her
through the process of change, including
creating a sense of urgency and ensuring
sustained change. By John Kotter in
1995.

18. The major beliefs and values of the organization influence communication
practices, interactions, and required skills.
Team Culture: The team culture lacks collaboration and inclusivity,
impacting productivity.
Management Approach: Sally's management style, while appreciated by
some, may need adjustment to address team collaboration issues.
Jane's Impact: Jane's different work style has created friction and a
potential perception of threat among team members.

19. WHAT ARE SOME POTENTIAL
INHIBITORS OF COLLECTIVE AND
COLLABORATIVE GROWTH?
• Ego and Competition
• Communication
• Empathy
• Resistance to Change
• Timidness and Evasiveness of
the Manager
• Team Building Activities
• Encourage Diverse Personalities
• Skill Development Activities
• Promoting Mentorship
• Minimize Conflicts
• Seek Feedback and
Improvements
WHAT WOULD BE SOME IDEAL
WAYS OF CREATING A COMMUNAL,
COLLABORATIVE, AND INCLUSIVE
TEAM?

20. THANK YOU