Access, a Fortune 500 company, failed to meet its target revenue goal by 10%. Kerrie, the newly promoted general manager, had to prove she possessed the capability to effectively implement a strategy that aligned with the company’s vision. However, Kerrie lacked the proper leadership experience to head a team, yet viewed it as a challenge and a learning opportunity. (Gurley & Tavakoli, n.d.). She also lacked the confidence needed to direct her team of employees due to her inexperience. In addition, Kerrie depended on her team to provide the leverage behind her decision-making. Many of the managers, whom she consulted with, were only concerned about the future of their departments, thus possessing a competitive and defensive stance in the staff meetings. Their stance made it increasingly difficult on Kerrie to make a final decision because she wanted everyone to benefit from her choices. …show more content…
Also, the members of Kerrie’s team felt she should take a stronger position and provide a clearer direction for her team members. Her team members also doubted and often challenged her position in meetings. Kerrie, being new to her position, struggled with finding ways to verbalize the goal of the company to the employees. Her primary communication concerning the latest business proceedings was done through memos. Her final decision to redesign the account management function placed many workers on edge. Kerrie knew that with the redesign and budget cuts, several positions would no longer be needed. However, she offered to place them in other positions throughout the