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Case Study: Rob Parson at Morgan Stanley

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Introduction Morgan Staley was founded in 1935, by Henry S. Morgan and Harold Stanley. Today Morgan Stanley is one of the world's top financial services companies and a leader in investment banking, private wealth management, bonds and stock trading. In 1993 a new president was named in Morgan Stanly, John Mack. He had a vision of transforming Morgan Stanly into a “One-FirmFirm”. From this vision came out the firm’s mission statement, Our goal is to be the world’s best investment bank and the Firm of choice for our clients, our people, our shareholders. Another important innovation in Morgan Stanly brought by John Mack was the 360-degree performance evaluation process. He wanted to create a team of people inside the Firm who would “Shake up the culture”. One of his most important recruits was Paul Nasr, very highly regarded baker, with more than 20 years of experience. He was placed to be senior manager to a newly created Capital Market Services department. Nasr has already experience with this kind of services, and Morgan Stanley was lacking behind other similar competitor banks. After acquiring the job, John Mack started creating his team for increasing the market share of Stanley Morgan which obviously was a major goal for the firm. To achieve that goal, he needed energetic, aggressive and employees who are not afraid to pursuit customers and develop a long term relationship with them. With clearly set attributes for the job position, he recruited Rob Parsons, a young baker that already worked for him in the commercial bank. He was positioned as market coverage professional. Parsons even with his two years of experience had already developed a strong relationship with some very important players inside the banking and insurance industries, and surely was not lacking reputation among the banking world. From the start of his job at Morgan Stanley he gained significant reputation and revenues in the name of the company. Before Parson’s, Morgan Stanly was ranked tenth with a market share around 2%. In the time of Parson’s working for the company their position climbed to third, with market share of 12.2%. In that time of expenditure Parson secured first-time business with more than dozen clients and many major deals with the existing clients. Even that his treats helped him to be the best “salesman” in Morgan Stanley he still had dark side. His coworkers blamed him of being sharp-tongued, impatient, and often difficult to work with. Also on the evaluation he had some very criticizing evaluations from the coworkers. After Paul read Rob’s negative performance evaluation he knew that Parson was having difficulty adjusting to the Morgan Stanley culture and that he has a problems working with people inside the firm. Although Paul almost implicitly promised Rob promotion to managing director this year, it will be difficult for the firm to promote him.
Diagnosis
The main question that is bothering Paul Nasr, is Rob Parson worthy of promotion or not. On one side he has all the negative comments on Rob about his miss behavior in the office with the colleagues and on the other side he has his excellent performance and skills. The truth is that if Parsons does not receive his promotion he will leave the company for sure, which would be to some level devastating for their income. The main issue with Rob is the difference between the company and corporate culture of Morgan Stanly and his behavior. He does not respect at all his coworkers, does not have any teamwork skills, and do not care about the employee development, as he think that he is the smartest of them all. Parsons main vision is through his excellent performance in the Capital Market Services to produce good results and to build well and long term relationship with his and the company’s clients and he is doing that job very good. He didn’t care about the organization values and procedures, nor do the people around him, explaining that he not have time for small talk or to answer to boring questions. Perhaps with creating a SWAT analysis we can see more clearly what are the main issues and problems with Parsons, also we can see in what areas he could improve or at least make some minor changes:
STRENGHTS:
- Skillful salesman
- Customer needs oriented
- Personal friend with high end customers
- Creative
- Expert in his field WEAKNESSES:
- Bad Team Player
- Ignorant to coworkers
- Impatient
- Always know everything
- Company values are not important to him
OPPORTUNITIES:
- He is aware about his behavior
- Willing to improve
- Helping colleagues with clients THREATS:
- Situation can get worse
- Bad results at 360 evaluation
- He can leave the bank with his clients

The real question for Paul Nasr is all the strengths are enough to cover for all the weaknesses, also are the opportunities better than the threats.

Solution If Morgan Stanley organizational culture was different and the staff was valued only by the clients, money or profit its employees were bringing to the table than Rob Parsons would be promoted without a doubt. Rob in the period working in Capital Market Services was a star seller and with his help Morgan Stanley’s market share rise from 2% to 12.2%. But the fact remains that Morgan Stanley appreciates respecting the company’s culture, so Paul Nasr had a difficult job obtaining the promise he gave to Parsons.
Rob parsons as it is reasonable expects a promotion based on his perfect results. But the promotion could seriously lead to a mass changes in the company, as all the other employees respect the culture of Morgan Stanley, and the entire 360 degree system will prove to be just a measure that does not work. On the other hand, we believe that promoting him is of strategic value to the company because his expertise will filter down to the rest of his team improving their productivity. In order to do this it is imperative that he also earn the respect of his team.
By analyzing the situation our group unanimously came to agreement that Rob Parsons should be promoted. But this promotion should come with some kind of clause in it. Paul Nasr should sit down and “open the cards” with Rob telling him the whole truth about the conditions of his promotion. Maybe if he can arrange some kind of time frame for Rob to change his attitude towards his coworkers.
This kind of promotion would be difficult for Rob to accept, but if Paul Nasr manages to convince him or even tell him that with leaving the Morgan Stanley he would have a difficult time finding another company to work for because of his misbehavior in Morgan Stanley also because of his constant changing companies. Maybe even John Mack should be introduced to the negotiations with Rob, so he as a president of Morgan Stanley will have easier time of convincing him.

Conclusion Hustlers like Rob Parsons are difficult to find, especially in the large banking business. Rob with his charisma, charm and good attitude toward his high spending clients is doing perfect job, increasing the market share more than 6 times for Morgan Stanley. So the main goal for companies like Morgan Stanley, who has very specific organizational culture, should be finding a way how to make it work inside the company. Rob Parson is a hard and dedicated worker who maybe feels above everybody else and feels prepared to take leadership position in any company. So Paul Nasr should give him that opportunity, but keep 24/7 control over Rob. The reason for control is that with his fast paced action he could either make Morgan Stanley leading company in the field, or even destroy the company. Some companies that have employees like Rob Parson change their company policies to be more adequate for people like him to work. But in the banking and investment sector in the world there is no time to be nice, it a shark tank, so you should adjust toward the people like Rob Parson, you do not force them to adjust to you.

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