Thomas Green had a fast career rise at Dynamic Displays, being promoted from Account Executive to Senior Marketing Specialist. However, this caused tension with his new direct report, Marketing Director Frank Davis. Davis was uncomfortable with Green surpassing him in the company and had different working styles. Green failed to build rapport with Davis and their VP, Shannon McDonald. He also set unrealistic sales goals that Green opposed. This political conflict put Green's career in crisis. The document provides lessons for managing office politics effectively, such as maintaining diplomacy, focusing on organizational goals over personal interests, and understanding different perspectives.

1. Thomas Green:
Power, Office Politics, and a Career in
Crisis
By-
Dheeraj Soni (13)
Prakash S. (14)
KJ Somaiya Institute Of Management Studies & Research
PGDM – Exec

2. Case Outline
• Company – Dynamic Display (Travel Division)
• Key Players
– Shannon McDonald (VP)
– Frank Davis (Marketing Director)
– Thomas Green (Senior Marketing Specialist)
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3. Thomas Green
• Bachelor’s degree in Economics, University of Georgia
• Joined in march 2007, Green hit the ground running at
Dynamic Displays
• Fast track promotion from Account executive to senior
marketing specialist
• Responsible for identifying industry trends, evaluating
new business opportunities, and establishing sales
goals.
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4. Frank Davis
• Bachelors degree in history from New York
University (1986)
• Executive MBA from Suffolk University, Sawyer
Business School (2002)
• Started as Sales representative for Adv.
Telecom Services
• Career growth in Dynamic Displays
– account executive, market specialist, senior
market specialist and MD
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5. Thomas Green Vs Frank Davis
Flash Points –
• Uncomfortable with Green’s promotion
– Not expecting Greene to take his previous position
– VP’s patronage
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6. Flash Points – contd...
• Working style was different
- Green was individualistic, Davis was
participative
- Green was outspoken, Davis relied on hard
facts and physical data
- Unrealistic target set by Davis, which Green
opposed
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7. Green’s mistakes
• Did not handle the transition phase amicably.
• Did not meet McDonald often.
• Had a biased view of Davis.
• Overconfidence.
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8. Learnings
• “Power distance” should not be hard and fast.
• Technology must be used effectively.
• Boss is only human. Use diplomacy.
• Focus on the process, not on the result.
• Understand organizational chart logically.
• Keep organizational objective above
everything else.
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9. 5 things you should never tell your boss
• This isn’t my job
• Lame excuses
• Boss you are wrong
• My colleagues do that too
• Silence is not bliss
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10. 7 Habits To Win In Office Politics
• BE AWARE, YOU HAVE A CHOICE
• KNOW WHAT YOU ARE TRYING TO ACHIEVE
• FOCUS ON YOUR CIRCLE OF INFLUENCE
• DON’T TAKE SIDES
• DON’T GET PERSONAL
• SEEK TO UNDERSTAND, BEFORE BEING
UNDERSTOOD
• THINK WIN-WIN
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11. PGDM-Exec-Leadership Lab 11