This case deals with the changing of the guards for Bob Scanlan. After 8 years of service, Bob was promoted to small business accounts at the corporate office in Dallas. Bob’s previous work experience were typically in high pressure areas lacking the challenges he desired. However very interested in the travel industry and after several request, Bob accepted the supervisors position vacated by his supervisor whom retired. Bob reported directly to Beverly Sadowsky, then 1st V.P. now C.O.O. of Adventure Plus. Beverly and Bob’s working relationship worked perfectly. Beverly’d hands off management style and delegation of responsibilities, gave Bob the challanges he was looking for at corporate. Bob pride himself on making his Beverly and his department look good. Not to mention how effective his own management style was with his employees. However after Beverly’s promotion to C.O.O., her replacement George Fishman and Bob routinely bumped heads on task once handled by Bob along. George was from auditing with a successful professional track record at work and in the community. George was the complete opposite of Beverly which drove Bob to his boiling point.

Diagnosis
Failure to appropriately transition from Beverly’s hands off management style to George’s deeply involved hands on style provide to be a negative and stressful experience for Bob. Not having the autonomy to supervise his department as he saw fit was not the challenge Bob wanted. “Post-It” notes citing Bob’s failure to do as he was instructed became the main feedback notification from George no matter the level of importance of a project. When Bob reached his boiling point, he would ask Beverly for help with George’s increasingly demeaning tactics and feedback. This work for about 10 days max. Then the same negative behavior would start again. The change in leadership styles no longer provided the