LIT CAPSTONE
project
TEAM 4 | STEPHANIE ARNOLD, DAVID MILLS, JON MOLEK, & STEVE ORLIN

LIT project
CAPSTONE SUMMARY
The latest CSQ (Customer Satisfaction and Quality) report, a quarterly report
that measures a variety of metrics associated with the quality of service that
each branch in your company provides nationwide, has just been released.
Last quarter your branch had slipped from #11 to an unprecedented CSQi low
of 53rd despite being the sixth largest branch in the country. The newly released
numbers reveal that your branch has fallen even further to 59th in the nation.
Your branch has always been in the spotlight due to its size and profitability, but
now it is in the spotlight for an undesirable reason. Concerning these numbers,
you receive an URGENT marked email from the Regional Vice President
warning “this cannot happen again next quarter”.

LIT project
CAPSTONE SUMMARY
BRANCH STATS
• 6th largest out of 350
• Known for SIZE
• Known for PROFIT
• In over-performing region
COMPUTER SYSTEM STATS
• 23% Average Failure Rate; 38%
Highest Failure Rate
• 6 Instances of COMPLETE Failure
over 2 month period
• 7 “failed, fruitless” attempst to fix
Computer System
GENERAL EMPLOYEE NOTES
• Distracted, disinterested and low
enthusiasm
• No volunteers when asked; zero
buy-in + low morale
• Unaware of CSQ decline
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Previous GM Interim GM (Marjorie) Current GM (You)
4th Qtr CSQi
released
(TBD)
1st Qtr CSQi
released
(#11 rank)
2nd Qtr CSQi
released
(#53 rank)
3rd Qtr CSQi
released
(#59 rank)
Tuesday AM meeting
with Marjorie/ Asst.
GM and Pat/ Ops
Mgr; Tuesday PM
meeting with branch
team
Monday morning
email, 3rd Qtr CSQi
numbers released;
2nd straight drop/
“Can not happen
again” —RVP

LIT project
CAPSTONE
1. LEADING THE INDIVIDUALS
2. ENGAGING THE TEAM
3. DEPARTMENTAL PERFORMANCE
4. 90-DAY PLAN
TEAM CASE STUDY SOLUTIONS
table of contents

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CAPSTONE LEADING THE INDIVIDUAL
MARJORIE
SIMMONS
Assistant General
Manager
(reports to GM)
7 Years at company
(2 months as interim GM)
DISC PROFILE:
C/i
PERSONAL NOTES:
• Bitter she was skipped over for GM
position by a 3 year tenured Team
Leader from another branch who
never served as an Assistant GM
• Avoids contact with GM when
possible; offers no support, insight, or
experiential advice despite desire to
serve
• Harbors repressed resentment
towards GM and company over
unrecognized/ unappreciated efforts,
resulting in loss of Buy-In and overall
indifference.
• Due to her tenure and experience,
Marjorie has a tremendous amount of
influence over the rest of the team, but
fails to capitalize on that opportunity in
a positive way
• Committed to branch
PLAN OF ACTION:
DISC and how to communicate:
C/i - Thoughtful & precise, respectful admiration for knowledge and problem
solving skills. Give her time for decisions.
Approach to Motivating:
Respect her experience and ability, and describe her potential effects on less
experienced team members if she really tries to train them.
Coaching Recommendations:
Needs to reengage with a new team. Doesn't need to work extra hours, but
hours on the job need to be focused. Holding others accountable / taking
them seriously.
Development Goals & Suggestions for Team Members & Strategy:
Re-focus with new title and responsibilities as Director of Operations.
Servant leader formation. Give Marjorie official responsibility of organizing
celebrations of success at the branch.
Recommended Reading or Training:
Good to Great (Level 5 Leadership); Who Killed Change?
ID Conflict (if exists) and conflict resolution path:
Theodore - Give him a sincere performance review.
Fierce Conversation Opening Statement:
Marjorie, with all of your experience & qualifications, you are the most
valuable asset on this team. I need your help in growing others to be more
capable analysts and problem solvers. You are the only one who can.

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CAPSTONE LEADING THE INDIVIDUAL
PAT
CROFT
Operations
Manager
(reports to GM)
1 Year at company
DISC PROFILE:
C/s
PERSONAL NOTES:
• Detail-oriented, prepared, diligent,
committed, analytical, shows
ownership, high standards, concise,
insight, high Buy-In
• Wants to explore computer system
issues more as possible culprit
• Fixes Stewart’s mistakes and does
his work instead of correcting him in
fear of upsetting VP who hired him and
to avoid conflict
PLAN OF ACTION:
DISC and how to communicate:
C/s - Be fact based, straight forward, prepare in advance; show data results,
what we know and what we don’t.
Approach to Motivating:
Request direct help to implement actions based on data analysis, take our
quality to the next level.
Coaching Recommendations:
Reassurance of doing job well, the will is half the battle, relieve anxiety
through regular feedback.
Development Goals & Suggestions for Team Members & Strategy:
Needs more experience w/ team interaction and project leadership
accomplishments prior to taking on direct reports. Need Pat's direct attention
and focus on helping to resolve computer issues. Move to Special Projects
Mgr role.
Recommended Reading or Training:
Fierce Conversations; Good to Great (Level 5 Leadership)
ID Conflict (if exists) and conflict resolution path:
Conflict with Stewart in that he needs to hold accountable through
communication and coaching (though this will become unnecessary with role/
reporting change)
Fierce Conversation Opening Statement:
Pat, you have proven to us over the past year that you are dependable and
deliver results as an individual. Now we need to work on a plan which
broadens your leadership potential through project management….

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CAPSTONE LEADING THE INDIVIDUAL
CYNTHIA
SAMUELS
Customer
Specialist
(reports to GM)
4 Years at company
DISC PROFILE:
I
PERSONAL NOTES:
• Deflects blame
• Uses job with big customers as an
excuse as to why CSQi numbers are
not her fault or responsibility
• 20 years Customer Service
experience
• Natural “People Person”
• Seeks Culture; is actively looking to
leave organization because of lack of
Culture
• Servant Heart
• High Energy
• Relationship Builder
• Internalizes, then explodes
PLAN OF ACTION:
DISC and how to communicate:
I - Talk to her about her goals, likes / dislikes. Ask for her opinions.
Approach to Motivating:
Acknowledge her strengths & experience as key accounts customer
specialist, encourage to grow her team through social outings. New incentive
plan to give increased focus on smaller customers as well as large.
Coaching Recommendations:
Working with the ideas of others, making them better (more practical).
Patience, communication w/o emotion.
Development Goals & Suggestions for Team Members & Strategy:
Lead younger customer care reps. Give formal responsibility of Team Building
Branch Leader.
Recommended Reading or Training:
Good to Great (Level 5 Leadership); 21 Laws of Leadership.
ID Conflict (if exists) and conflict resolution path:
Theodore - expect respect but listen to his ideas. Direct conversation to show
good will.
Fierce Conversation Opening Statement:
Cynthia, you do a fantastic job managing our key accounts. I would like all of
our customers to feel as special. This branch needs your help to lead the less
experienced CCRs to give the same attention and support you do. What do
you think?

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CAPSTONE LEADING THE INDIVIDUAL
THEODORE
DAUBERT
Senior Customer
Care Rep
(reports to
Marjorie)
2 Years at company
DISC PROFILE:
D/i
PERSONAL NOTES:
• Rude, abrasive, know-it-all, under
achiever, inconsiderate
• Blames computer system issues for
CSQi numbers
• Notices low morale
• Has been dropping the ball on
customer issues
• Has a lot of talent and potential
• High ego
• Lack of leadership and management
over Jonathan
• Has aggressive, creative,
innovative ideas that go unheard
• Has a talent for building
external business relationships
that benefit the company
• Disregard for authority; Rules
don’t apply to him
PLAN OF ACTION:
DISC and how to communicate:
D/i - Large ego. Discuss challenges, opportunities to lead, tough
assignments. Focus on business at hand.
Approach to Motivating:
Give challenge with orientation. Ask for results, be direct.
Coaching Recommendations:
Very direct feedback on attitude and treatment of others. May not agree, but
showing lack of respect will hurt success. Need to follow through, not just
score quick and easy wins.
Development Goals & Suggestions for Team Members & Strategy:
Move to new role as New Business Development Specialist, reporting direct
to GM, but must partner with Cynthia and Marjorie on practical
implementation.
Recommended Reading or Training:
All leadership books, particularly 7 Habits of Highly Effective People.
ID Conflict (if exists) and conflict resolution path:
All - Direct feedback from GM as new bystander.
Fierce Conversation Opening Statement:
Theodore, you have the energy and ideas to propel us forward and yet
interpersonal relationships here that will destroy us….

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CAPSTONE LEADING THE INDIVIDUAL
STEWART
JORDAN
Analyst
(reports to Pat)
4 Months at company
(newest employee)
DISC PROFILE:
I/d
PERSONAL NOTES:
• Bad at record keeping, organization
and attention to detail
• Slow to respond to customer issues
• Witty, Outgoing and Popular
• VP favorite
• Up & Coming YP
• Low interest in his current duties
• Magnetic personality; exudes
confidence
PLAN OF ACTION:
DISC and how to communicate:
I/d - Share enthusiasm, smile, eye contact, socialize.
Approach to Motivating:
Give recognition in front of others, inspire by discussing successes, focus on
positivity.
Coaching Recommendations:
Follow through and organization. Sense of urgency.
Development Goals & Suggestions for Team Members & Strategy:
Move to CCR under Cynthia.
Recommended Reading or Training:
Customer interaction training. 7 Habits of Highly Effective People.
ID Conflict (if exists) and conflict resolution path:
None known to exist
Fierce Conversation Opening Statement:
Stewart, you have a magnetic personality and I feel you could do very well as
a customer care rep. This will require a high level of responsibility w/ follow-
up and attention to customer details. If we give you some tools to help you,
will you give us your commitment to do your very best?

LIT project
CAPSTONE LEADING THE INDIVIDUAL
ELIZABETH
VANDERWALL
Customer Care
Representative
(reports to
Theodore)
1 Year at company
DISC PROFILE:
C/s
PERSONAL NOTES:
• Recent attitude change to cynical,
jaded and sarcastic
• Ideas go unheard
• Hard work goes unnoticed/
unappreciated
• Knows role inside and out and
performs at the highest level
• Has a Masters in Business and is
very analytical and detail oriented
PLAN OF ACTION:
DISC and how to communicate:
C/s - Be direct and to the point.
Approach to Motivating:
Servant coach method.
Coaching Recommendations:
Communications with sarcasm, encourage to take initiative and speak up in
meetings. Ask for her feedback in front of others.
Development Goals & Suggestions for Team Members & Strategy:
Move to Business Analyst Role. Set SMART goals.
Recommended Reading or Training:
21 Laws of Leadership.
ID Conflict (if exists) and conflict resolution path:
Theodore & Marjorie. Discuss her feelings / issues with both. Arrange
meetings to discuss with them if appropriate and renew team spirit.
Fierce Conversation Opening Statement:
Elizabeth, you have some great experience and ideas, and we would like to
hear more from you in our team meetings. You need to leave the sarcasm at
the door because it detracts from the value you can add.

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CAPSTONE LEADING THE INDIVIDUAL
JONATHAN
HUMPERDINK
Customer Care
Representative
(reports to
Theodore)
14 Months at company
DISC PROFILE:
I/d
PERSONAL NOTES:
• Manages customer data when
computer systems are down
• High Buy-In
• Bad at record keeping,
organization and attention to detail
• Slow to respond to customer issues
• Tends to be overzealous
• Excellent at networking
PLAN OF ACTION:
DISC and how to communicate:
I/d - Enthusiastic approach, social interaction at beginning. Strong handshake
and eye contact.
Approach to Motivating:
Give small opportunities to show leadership, progressing to larger ones. Can
help deliver branch announcements and organize misc. branch / customer
events.
Coaching Recommendations:
Sense of urgency. Cut out the chit-chat at work. Details / stay focused.
Development Goals & Suggestions for Team Members & Strategy:
Move to CCR under Cynthia.
Recommended Reading or Training:
7 Habits of Highly Effective People.
ID Conflict (if exists) and conflict resolution path:
None known to exist.
Fierce Conversation Opening Statement:
Jonathan, you have the best relationships with everyone at the branch and
tremendous potential to lead. Your slow responses & lack of attention to detail
have the potential to limit your growth opportunities. What do you say we
work on a plan to guarantee your success?

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CAPSTONE ENGAGING THE TEAM
PERSONAL
• Marjorie has disdain for Theodore, doesn’t take him seriously or hold him accountable
• Theodore lacks respect for most of team, finds Cynthia irritating and thinks Stewart is overpaid; Theodore is arrogant.
• Elizabeth feels unrecognized by Theodore and Marjorie
TEAM CURRENT ISSUES

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CAPSTONE ENGAGING THE TEAM
Operational
• Organizational structure is not working (people in wrong positions, reporting lines)
• Computer system failures are frequent
• Data reporting speed and accuracy (Stewart is too slow)
• Problem reporting is too slow (Jonathan)
• Frequency and breadth of communication (reports not being delivered in timely manner)
• Accountability – not communicating work quality issues to subordinates (Pat to Stewart, Marjorie to Theodore, Theodore to Jonathan).
Accountability needs to be from top down.
TEAM CURRENT ISSUES

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CAPSTONE ENGAGING THE TEAM
PERFORMANCE
• Can’t solve problems without understanding needs, so low score in problem solving is probably highly resultant from not understanding
needs.
• Professionalism is the setting for good performance, respectful treatment of co-workers and customers. This must be first point of
improvement.
• Low score in responsiveness could mean lack of sense of urgency. May also be related to computer issues.
TEAM CURRENT ISSUES

LIT project
CAPSTONE ENGAGING THE TEAM
Build Morale, Increase Teamwork, Increase Team Motivation
• New organizational chart / reporting as shown (see 90-DAY PLAN), aligning strengths with opportunities, and align DISC styles / interests with
best fit where possible.
• New incentive plan for Customer Care Reps
• Cynthia to lead team building activities at branch
• Marjorie to lead success celebrations at branch
• GM to give regular branch meetings on progress toward meeting goals, recognition of efforts
TEAM CURRENT ISSUES

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CAPSTONE
General Manager
Marjorie Simmons
(49, C)
Assistant GM, 3 Yrs
Pat Croft
(26, C)
Ops Manager, 1 Yr
Cynthia Samuels
(44, I)
Cust. Specialist, 4
Yrs
Stewart Jordan
(22, I)
Analyst, 4 Mo.
Theodore Daubert
(35, D)
Sr CCR, 2 Yrs
Jon Humperdink
(24, I)
CCR, 14 Mo.
Elizabeth
Vanderwall (26, S)
CCR, 1 Yr
{CURRENT ORG CHART}
ENGAGING THE TEAM

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CAPSTONE
{PROPOSED ORG CHART}
General Manager
Marjorie Simmons
(49, C)
Dir. of Operations
Pat Croft
(26, C)
Special Projects
Mgr
Cynthia Samuels
(44, I)
Cust. Care Grp
Leader
Stewart Jordan
(22, I)
Customer Care Rep
Theodore Daubert (35,
D)
New Business
Development Specialist
Jon Humperdink
(24, I)
Customer Care Rep
Elizabeth
Vanderwall (26, C/
S)
Branch Analyst
• Remove subordinate from Pat Croft (not ready for this yet). Needs to grow as project manager – fix computer issues. Will report directly to Marjorie.
• Theodore Daubert will report directly to GM as New Business Development Specialist, after a very direct perf. review on behavior and agreement to be a team player.
• Elizabeth Vanderwall to become Branch Analyst as a stepping stone to become Customer Specialist. Analysis is suitable to her DISC style. This will also help limit her
time at work to allow her to complete her MBA, whereas interfacing with Customers would require additional time demands.
• Stewart Jordan and Jonathan Humperdink, both with low experience and “I” DISC styles will be Customer Care Reps, reporting directly to Cynthia Samuels,
promoted to Customer Care Group Leader. Cynthia needs to teach her strengths to less experienced members of the branch team.
ENGAGING THE TEAM

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CAPSTONE DEPARTMENTAL PERFORMANCE
Analysis and interpretation of team data (service metrics in bold):
• Problems can’t be solved if needs are not understood. A good level of understanding needs (one service metric) will be absolutely key to
solving problems (another service metric)
• We have one well-seasoned problem solver on the team—Marjorie, who has become disengaged.
• Lack of professionalism is a people / training issue; it doesn’t depend on a computer system. We all know that being treated with
professionalism improves our level of confidence, and aids in satisfaction, as long as our needs are met.
• Low responsiveness COULD BE related to computer system issues, however:
—Regional area has the same computer system, presumably, and the regional service metrics are ALL higher than our individual branch
and the national average, including responsiveness. We should be able to perform to the average regional level at least!!
—We have observed other signs of lack of responsiveness from team members, and lack of accountability.
• Understanding needs probably has a lot to do with asking the right questions—training.
• There have not been any fierce conversations with team members to gain understanding or ask the right questions to determine engagement
• Lack of customer service and professionalism

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CAPSTONE DEPARTMENTAL PERFORMANCE
Identify Trends:
• Regional is beating the national average by
a lot, which means our region is one of the
most important to the company if our
region is above the national level they are
raising the percentage of the national level.
• Our branch is lowering our regional and our
national averages.
• Our region performs at a high level. We
need to pick their brain and see what they
are doing.
• Our CSQi national ranking in the
company continues to drop off. Actions
are URGENT.
• Both regionally and nationally, more
customers are satisfied than dissatisfied.
With our branch it is the opposite.
(Some benchmarking of other branches
might also be helpful!)
• An attitude of apathy continues to grow
among the team members

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CAPSTONE
MPV parameters
Minimum, Primary and Visionary
Responsiveness Customer Score …………………….…..M=3/P=3.5/V=3.7
Professionalism………………………………………………M=3.5/P=4/V=4.5
Understood Needs…………………………………………….M=3/P=3.5/V=4
Solved Problems………………………………………………M=3/P=3.5/V=4
• Share a solution to make sure the team is successful and each person is accountable for their part by setting MPV’s.
• Explain what our ultimate goal is (CSQ Ranking) Explain what MPV’s are and why they are important and what
metrics are measured by MPV’s. This will make sure they have a clear understanding what is being measured.
Responsiveness, Professionalism, Understanding Needs and Solved Problems.
• With our new MPV’s being set, we will set up an incentive programs to for hitting MPV’s the prize will get better with
level of performance according to our MPV’s.
DEPARTMENTAL PERFORMANCE

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CAPSTONE DEPARTMENTAL PERFORMANCE
BIGGEST AREAS FOR OPPORTUNITY
• Re-organization of branch team responsibilities and reporting; alignment of behavioral styles and strengths with the opportunities for work.
• Communication with team both as group and fierce conversations 1-on-1, and acceptance of ownership of the state of the branch; everyone has
something to do with the low performance, but it can be turned around.
• Set an inspiring vision based on re-alignment of talent/ styles and opportunities, and staging a great comeback.
• Training in customer service, teamwork, professionalism
• Empower new direct reports to step up and lead; give them tools & training to be effective
• Processes to ensure employees have an understanding how to hit new set MPV’s.
• Make each employee accountable for their performance.
• Set new performance standards (MPV’s)
• Post current standings and set a goal each week to increase rank of the CSQ.
• Development training classes for employees to develop skills and set career paths.

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CAPSTONE DEPARTMENTAL PERFORMANCE
improvement plan:
• Implement weekly scorecards showing where
each individual scores on Responsiveness,
Professionalism, Understanding Needs and
solved Problems compared to our set MPV’s.
• Weekly meeting geared towards positive
improvements and feedback of processes
and where we stand as a team in meeting
our MPV’s.
• Create awareness of data charts and where
we are currently compared to National
averages and Regional averages.
• Post visual aids showing problems being
solved, Being accurate and fast, being
professional.

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CAPSTONE 90-DAY PLAN
WHEN WHAT WHO
Branch meeting (all employees) to review branch status, accept reality w/o
blame, vision for future, urgency of action, and announce upcoming 1-on-1
meetings w/ changes
GM meeting with Marjorie - Fierce Conversation / Re-org announcement
GM meeting with Cynthia - Fierce Conversation / Re-org announcement
GM meeting with Theodore - Fierce Conversation / Re-org announcement
Other 1-on-1 meetings (Marjorie / Cynthia with new direct reports) /
Fierce Conversations / Re-org announcement
Training in customer service relations / professionalism
Marjorie to hold deep-dive problem solving meeting with her staff to address
key operational issues
Week 1
Week 1
Week 1
Week 1
Week 1
Week 2
Week 2
GM
GM
GM
PERSON
GM, Cynthia, Marjorie
Announce MPV goals to branchWeek 2 GM
Full day team building retreatWithin 1st 30 Days Marjorie
Cynthia
Marjorie
(PART 1 OF 2)

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CAPSTONE 90-DAY PLAN
WHEN WHAT WHO
30 minute branch meeting to discuss wins, successes, opportunities,
POSITIVE NEWS
60 minute branch meeting to discuss branch performance metrics, status vs.
regional / national, QSCi ranking, also MVP recognitions
Post a visible KPI / Goals board in office where all can see
Weekly
Monthly
Week 2
GM w/ participation
GM w/ participation
GM
Pat to make corporate office visit to discuss computer problems.Week 4 Pat
DISC assessment and training of GM staff (Cynthia, Marjorie, Theodore)Week 3 GM
New incentive plan for CSR'sPost 90 Days GM, Cynthia
Training on customer service BEST PRACTICESWeek 5 Cynthia
(PART 2 OF 2)

TEAM 4 | STEPHANIE ARNOLD, DAVID MILLS, JON MOLEK, & STEVE ORLIN
LIT project
CAPSTONE
YOU
THANK