Opening the paper…
Strategies for Professional Growth, Quiz 2
SECTION A
Questions 3 and 4 are based on the case study "CARRIE WAGNER: CLIMBING THE CORPORATE LADDER (A & B)". Question 5 is independent of the case study. Ensure that your responses are supported with relevant content from the course and the case study.
Case Summary:
Part (A) - Early Career, from Student to Manager:
Carrie joins a large multinational as a summer student, then works part-time while finishing her undergraduate degree in history. Upon graduation, she takes a job in the budget but fully expects to pursue a graduate degree. After six months, Jim, an Executive Director, takes an interest in Carrie and she is promoted to manager, working for an extremely difficult boss named Edith. The case details several aspects of Carrie’s first experiences as manager:
- her difficulties with Edith, her direct supervisor, who is disliked by Carrie and her team and how Carrie deals with - and avoids this problem;
- Carrie’s increasing investment in her work, her inability to say no to requests from higher-ups and her development of an informal network within the company;
- how she manager her 10-employee team, in particular, how she evaluates their performance; - how Carrie compensates for her lack of technical knowledge (finance, budgeting) and still manages to succeed in this management position.
Part (B) - Towards Senior Management:
Carrie climbs several management levels up to the position of Executive Director.
- her first steps as Regional Director of Sales (at 32) and how she wins the support of the displaced ‘heir apparent’ to the job;
- her promotion to Executive Director of Customer Services (at 38), coinciding with the beginning of a part-time MBA, and how she improves the performance of this underperforming division by accumulating a series of ‘small successes’;
- Her appointment (at 44) as head of a major strategic initiative (a logistic service for businesses), despite her reluctance to accept this position. It is a high, high-visibility project and Carrie has to develop relationships with the powerful steering committee. Case describes, how she confronts Indra, the VP Marketing, at a steering committee meeting, and how Carrie decides to experiment with a new sales approach without the prior approval of committee.
[Carrie Wagner] Evaluate Carrie’s path to leadership using Daniel Goleman’s Emotional Intelligence framework. (Answer in 100-150 words)
Hint: Mention 4 constructs of the EI framework
**SECTION A**\ Questions 3 and 4 are based on the case study "CARRIE WAGNER: CLIMBING THE CORPORATE LADDER (A \& B)". Question 5 is independent of the case study. Ensure that your responses are supported with relevant content from the course and the case study.\ Case Summary:\ Part (A) - Early Career, from Student to Manager:\ Carrie joins a large multinational as a summer student, then works part-time while finishing her undergraduate degree in history. Upon graduation, she takes a job in the budget but fully expects to pursue a graduate degree. After six months, Jim, an Executive Director, takes an interest in Carrie and she is promoted to manager, working for an extremely difficult boss named Edith. The case details several aspects of Carrie’s first experiences as manager:\ \- her difficulties with Edith, her direct supervisor, who is disliked by Carrie and her team and how Carrie deals with - and avoids this problem;\ \- Carrie’s increasing investment in her work, her inability to say no to requests from higher-ups and her development of an informal network within the company;\ \- how she manager her 10-employee team, in particular, how she evaluates their performance; \- how Carrie compensates for her lack of technical knowledge (finance, budgeting) and still manages to succeed in this management position.\ Part (B) - Towards Senior Management:\ Carrie climbs several management levels up to the position of Executive Director.\ \- her first steps as Regional Director of Sales (at 32) and how she wins the support of the displaced ‘heir apparent’ to the job;\ \- her promotion to Executive Director of Customer Services (at 38), coinciding with the beginning of a part-time MBA, and how she improves the performance of this underperforming division by accumulating a series of ‘small successes’;\ \- Her appointment (at 44) as head of a major strategic initiative (a logistic service for businesses), despite her reluctance to accept this position. It is a high, high-visibility project and Carrie has to develop relationships with the powerful steering committee. Case describes, how she confronts Indra, the VP Marketing, at a steering committee meeting, and how Carrie decides to experiment with a new sales approach without the prior approval of committee.\ \[Carrie Wagner\] Evaluate Carrie’s path to leadership using Daniel Goleman’s *Emotional Intelligence* framework. (Answer in 100-150 words)\ *Hint: Mention 4 constructs of the EI framework* Case Summary:\ Part (A) - Early Career, from Student to Manager:\ Carrie joins a large multinational as a summer student, then works part-time while finishing her undergraduate degree in history. Upon graduation, she takes a job in the budget but fully expects to pursue a graduate degree. After six months, Jim, an Executive Director, takes an interest in Carrie and she is promoted to manager, working for an extremely difficult boss named Edith. The case details several aspects of Carrie’s first experiences as manager:\ \- her difficulties with Edith, her direct supervisor, who is disliked by Carrie and her team and how Carrie deals with - and avoids this problem;\ \- Carrie’s increasing investment in her work, her inability to say no to requests from higher-ups and her development of an informal network within the company;\ \- how she manager her 10-employee team, in particular, how she evaluates their performance; \- how Carrie compensates for her lack of technical knowledge (finance, budgeting) and still manages to succeed in this management position.\ Part (B) - Towards Senior Management:\ Carrie climbs several management levels up to the position of Executive Director.\ \- her first steps as Regional Director of Sales (at 32) and how she wins the support of the displaced ‘heir apparent’ to the job;\ \- her promotion to Executive Director of Customer Services (at 38), coinciding with the beginning of a part-time MBA, and how she improves the performance of this underperforming division by accumulating a series of ‘small successes’;\ \- Her appointment (at 44) as head of a major strategic initiative (a logistic service for businesses), despite her reluctance to accept this position. It is a high, high-visibility project and Carrie has to develop relationships with the powerful steering committee. Case describes, how she confronts Indra, the VP Marketing, at a steering committee meeting, and how Carrie decides to experiment with a new sales approach without the prior approval of committee.\ \[Carrie Wagner\] Carrie faces a pivotal career decision: stay at her current company, where she's viewed as a potential candidate for the VP role—a challenging position—or leave to accept a senior role at a government agency regulating her industry.\ As Carrie's coach, what advice would you offer to guide her through this significant decision? **or**\ If you were in Carrie's shoes, would you be prepared to leave a company where you've dedicated 30 years, or would you choose to wait for the opportunity to become VP?\ (Answer in 100-150 words)\ *Hint: If you are a seasoned professional, assume the role of Carrie's coach; if you are a young learner,* *step into Carrie's shoes.* In videoconferencing platforms like Zoom, learners in online or hybrid programs can easily withhold communication by turning off their microphones and video functions. Similarly, in organisations, like an elephant in the Zoom, employees might withhold information, ideas, or feedback (positive or negative) during virtual meetings.\ What drives this behaviour? Could there be any *positive outcomes* for teams or the organization from it? (Answer in 100 words)