HARVARD lBUsrNEss lscx

3-5 62
tL 10,2013

MICHAEL BEER

ALISA ZALOSH

Southfield Packaging
Background Note: The introduction to this case ca
manager, Mark Sanders, and his direct report, Fra Belby, during Belby's annual performance
review. The meeting, originally scheduled to talgpla t Belby's office earlier in the day, instead
took place at a roadside diner en route to a ned'fffi i!i&t! so that Sanders could catch an evening
flight home.

Introduction
Mark Sanders, VP of account
phone vibrate in his pocket.
out of sight below the
incoming text message,
Packaging's Midwest region, felt his cell
as he retrieved his phone and held it
" he said
a time sensitive issue here." Sanders scanned the
to aEsponse while his regional manager, Frank Belby, waited.

"Sorry about that, Sanders "OK, where were we?"

"I just want to make sure my point of view, Mark," replied Belby. "Look, I know
that mv outburst client meeting was unacceptable. But so was putting an inexperienced junior
sales associate in of long-standing clients-there's no way the proposal would have been
implemented on geL and the client knew it. If I hadn't intervened I really think our
business risk. Isn't it my job to protect our clients' interests so they'll renew their
knew his face was flushed, but continued an1.way. "Does Sales care what
.hen they sell something that's completely unrealistic? I have to be honest-
again today, I'd probably do the same thing for the good of the company."

you. Don't get upset-I think we've rehashed this scenario enough. OK, now
that discussed each of these characteristic ratings, let's move on and discuss what you might
stlive year in terms of..." Sanders paused for emphasis as he made quotation marks with his
fingers, " development. I'll be back in a second-just need to use the restroom. Please, don't
973-562 SouthfieldPackaging

Belby smiled. He agreed with Sanders's suggestion that the performance review
completely free of corporate malarkey; he'd filled out six of the reviews himself in re
at times found the process tiring and redundant. As he waited for Sanders, he
page of his performance report (see Exhibit 1) to find his overall his
annual raise and promotion eligibility would be based, and was stunned. 't his
line-item scores prove he was more than a "fully satisfactory" knew that
managers had the ability to manipulate an employee's final score by up-or down-a
notch. He felt his frustration rise as Sanders hurried back to the table. Belby was exceeding
expectations for his region in terms of client retention, and the on his
-else?
managerial style was always positive. Was Sanders expecting If so, what was it, and
why had he never mentioned it in the two years since Belby's last appraisal?

"How did it Bet to be 3:45?" asked Sanders. "I need to pull 0 minutes, Frank. I'm
sorry. I can't risk missing my flight-I have to deliver a to corporate firsi thing
tomorrow morning. Look, I really appreciate that you drove so me; as you know; I would
have been happy to do this over the phone." Sanders report in front of
him and looked directly at Belby. "I am sensing that has not been as productive as it
could have been," said Sanders. "Between mv need to rush out of here to catch a
flight, I feel like I may have rushed our " Sanders continued, "I know
we missed your review last year and now I one, and for that I apologize. But I
want to make sure we discuss compensation on your overall performance
rating shown here on page 2, you're eligible which brings your base salary to
,
$86,000. Congratulations, Frank. You've as usual, of motivating your team and
keeping our clients happy." Sanders "Let's schedule some time to discuss
the finer points, and any questions this week. Does Friday morning work?"

Belby hesitated. He rounded down his final score, but it was bound
to be an emotional and hea he say something to Sanders he'd later regret? Belby
took a deep breath. "I do Marlg but we can speak in a few days," said Belby
quietly. He stood up and led restaurant,

Belby sat in his care{r,*watched Sanders pull out of the parking lot. He'd driven an hour to meet
sanders at this roadsiflq$estaurant because he hadn't wanted his performance review to be
rescheduled for the third tifftc-Eq$ now he questioned that decision. Maybe meeting here was a mistake,
thou8hL h
he thousht. feh rgt#iilsr'm'Yne
tt fett fiidfmti&eWme ot'f off aa few
feio timcs a1ld irtorlrurii
times ffid t11p riice
interrupted me ta otnnft
rTnirp to gtalnce ar his
hi< ron
ce phone
ahano
messnga. Tltnt's.sofi1pthing lligt I neper do when l'm in a meeting, no matter who I,m with. Maybe it;s this
vouwer eenerotton. &-. _S,
"q+,-'q@rd
everything that was said during their meeting. He believed Mark was a good
a lot. He also knew that his conflict with that sales executive (boy, was
that a would come up. Belby never enjoyed rehashing that event, but hopefully ii was
behind hirn'ii!.;ry. If he took a management course as he and sanders had discussed, and volunteered
for a few crossldilpartmental initiatives, a promotion this year seemed likely. He knew he'd get a big

southfield provided packaging materials and services to manufachrrers of medical devices and
across the U.S. The U.S. medical packaging market, roughly $800 million in 2011, was
upon the medical device manufacturing industry. With close to $95 billion in sales, the

BRIEFCASES I HARVARD BUSINESS SCHOOL

 market for medical devices experienced consistent annual growth due, in part, to an
elderly population d
Southfield differentiated itself from competitors by focusing on custom
for both heavy and delicate medical equipment and machinery used dental,
and veterinary clinics. Southfield focused solely on custom ; unlike many
competitors, the company was not a reseller of third-party cushioning products, and for
this reason did not compete aggressively on price. The company its packaging
solutions at three separate company-owned facilities.

Southfield employed 500 full-time employees. The company client service with its 50%
annual client retention rate, estimated to be roughly 25% the industry average.
Southfield's management team felt that maintaining close clients was critical for a
number of reasons. First, clients' packaging requirements changed in size, shape, and
weight with each new product developed. Second, clients' often as they weighed
cost-efficiency against other variables such as or domestically sourced
packaging. Manufacturers of medical devices their packaging suppliers to-
unquestionably-meet mandated government ; Southfield never compromised
safety in pursuit of reduced costs or design

Southfield Packaging: The Mi on

Southfield Packaging's account
account services led each region.
account services region, with 34
Midwest accounts were
Regional managers either
tum, reported to
managers and assistant
project management (see
divided into five U.S. areas; a vice president of
Mark Sanders led Southfield's Midwest
le for ongoing management of 96 clients.
regions, each with its own regional manager.
Sanders, or to one of two regional directors who, in
between 5 and 18 accounts, with a team of account
responsible for day-to-day client communication and
an organizational chart). Client contracts generally lasted

Mark Sand
Professional
At Southfield's youngest regional vice president of operations. Sanders had
grown uP where he attended a state university and earned a place as a "walk-on,' for
one soccer team. Graduating with a degree in economics, Sanders worked
before enrolling in a highly regarded MBA program. When he graduated, a
well-kitq]lr"I management consulting firm hired sanders to work in its strategy and operations
practice iri5f Louis. Said Sanders:

"#*"tj,{5. Consulting gave me great business exposure. I was a small-town kid, and here I was in
-i: it{ietings with CEOs of all kinds of companies, listening to their intemal and extemal
My projects included an early-stage software business, an established computer
"qfu, qll":hurd*are supplier, a sports retailer, and a biotech startup. Southfield Packaging was my last
-,.,.,1":":,.,'-(**,*",&$allenges.

'lilli,, Y' Proiect as a consultant. Southfield's CEO and I worked well together; the industry was
.W growing, and he wanted someone with fresh ideas on his managerient team. So three years
'it1",.. _*$A ago he made me an offer I couldn't refuse.

HARVAHD BUSINESS SCHOOL I BRIEFCASES

913-562 I Southfield Packaging

Role and Responsibilities

Sanders was hired by Southfield to fill a leadership vacancy in the

The region was small relative to its counterparts, so Sanders's role
responsibilities were to maintain successful operations with existing
corporate growth opportunities, in new geographic markets or new

Sanders lived and worked in Cincinnati, Ohio, but as vice president to travel
frequently. Each quarter, he traveled to the cities in his region and spent the day alongside a
regional manager or director. Together, they met with their junior
gauge client satisfaction. Sanders's ability to think strategically client's perspective was
valuable; his enthusiasm for his job was contagious and his visits colleagues and their
teams. Sandersreflected:

Unlike the other regional VPs, my job includes analvsis in addition to

operational management of the region. Juggling both
enough time to do both well because of the day
attention. When I started, my direct reports included
all were older than me, with more hands-on
their respect and trust, but I've adapted my
think age or experience inJluences their
of my five regional managers, Mike
am now able to devote more time to
bhallenging-there isn't
manaBement duties that require my
, and five regional managers;
longer than I expected to eam
over time, and now I don't
months ago, I promoted one
. With four direct reports I

Management Style
Sanders described his ved, but not overly so.

I like to know what's team, Frequent communication means I won't be

surprised by something out of control. I talk to my directors and malagers
every day, sometimes just but we always check in and I help them prioritize.
I'm big on I'm or disappointed with something one of my employees
has done, I tell -if the spot.

I think mv where they stand with me most of the time, which is why I
sometimes fuming annual review process redundant. Look, I'm not going to
performance review form. If someone's fallen short of my
they'll know it before our review.

onal Manager of Midwest Accounts

school teacher. At the urging of his parents, Belby eamed his two-year degree from a local
college; but instead of transferring directly to a four-year institution, he accepted a
a well-paying hourly wage in the assembly division of a nearby packaging plant. Soon
married and put his plans for continuing his education on hold indefinitely.

In December 2011, Belby, 48, was married with two teenaged daughters, and was actively
olved in his community and his church. As board member for his town,s community center, h'e

BRIEFCASES I HAHVARD BUSINESS SCHOOL

 organized and attended local events for residents of all ages, serving as the
the outdoor summer concert sedes each year. Said Belby:

l've lived in this area my whole life-there aren't a lot o[

and even less that don't know me. My high school classmates will a
ringleader, hamming it up for a crowd. Maybe I should have been
front of people and that's why I volunteer, for example, to be at school
fundraisers or to play Santa during ihe Christmas parade. Recently our referred to
me as the "unofficial mayor."

Work Historu
Betby prelerred work to school. While Belby strugglefuI@grYQ4uage grades in school, he
lhrived at work, learning quickly and eaming the respectff his c$eagues in each new role. He
worked in the assembly plant, in sales, and on the corporate Sk of tlflbusiness as a Project mana8er.
When one of his corporate colleagues he admired left to wor&Iffiuthfield, Belby applied for and
secured a salaried position with more responsibility a@outhfield as well. Said Belby:

I was never a strong student, and that for me. All I know is that work, not
school, brought out the best in me. There many business problems that I can't
eventually resolve. But give me a It's like my thoughts evaporate
and the only thing I can think about is

I'm 48 now and at this point
another industry. I'm grateful,
company's going to be around
colleagues, and am
good, I'm optimistic
t think I have the skills to start over in
is always ahead of the game. This
I enjoy my iob, respect my clients and
Since growth prospects for our industry are
the company.

Role and Responsibil

Belbv had worked at 15 years, climbing the company ranks until he was eventually
promoted to his role as regional manager for the Midwest region. Belby's primary
responsibility was his region's roster clients remained satisfied and loyal customers. As
such, Belby and account managers and assistant account managers often worked with
Southfield's divisions to discuss new products and to monitor prol'ect schedules.

, especially these last six years as regional manager. I feel like I've hit
I love teaching young folks about the business, and watching them build
I've given them. When I watch the paths their careers take I realize my role
mentor has a lot of impact.

in this role means you have to know how to manage people up and down the
corporaTff ladder, and I'm good at that. I'm constantly juggling information from clients,
..;iil;i,account managers and company leaders, and I thinl< I have a knack for knowing who needs to
/i'-'\o* what, a"nd when. It'i m"ore strategic than you might think, and sometimes I have to
.,,.-- _&" fi$ure out my own way to get things done.

,iilli**'i&1&r.*e*&l{*f I'm easily frustrated by company process; it was an issue that my previous manager
,i,i1 'iA* brought up inmy last review three years ago. More than a few times I've reached out to former
'lt,ll,. employees across the company to Bet answers, even if doing so didn't follow company
t{i1,," *r;
,*i protocol. Just last week a client wanted to get an idea of timing for delivery of a new custom
'q.t{ package. I waited two days for our VP of production to give me an answer to my relatively

HARVARD BUSINESS SCHOOL I BRIEFCASES

913-562 I Southfield Packaging

simple question. On the third day, I called one of my former direct reports-he's now
of operations at one of our plants. He accessed the client file and passed along
timeline, which I in turn forwarded to the client. I've stoPped calling the VP, and
from him since.

Managing and Proffioting Subordinates

As regional manager, Belby had the power to grant or deny requests his acQlmanagers made
for internal transfers, Belby reflected, Y
^
usually grant transfer requests-I only hesitate *t
I &ffinr" a client might be
aggravated by an abrupt change in account management. I feel"r,
like lfulone a good iob when
'"graduites"
oii
one ot employees "graduates" to a different role; I feel
of my employees feel@S[J@ress $trcess is my success.
ffifoir
Plus. it doesn't hurt to ha\,e atlies sprinkled throughout the cSPdnyS
brg believer in giving people the chance to perform
I'm a @llEvel tasksif they want to
try. But, thatiaid, if something isn't getting done, I'm Ut going to-wait around forever' I'll rust
go and do it myself. I think one of the problems with Sfrthfield, and probably with any larger
iompany, is that things can be too bureaucratic arULEan @e too long if you have to follow the
rules.

Physical Health
Belby's daughters and wife about his weight and lack of consistent
exercise. Said Belby;

The nagging has , a sharp chest pain sent me to the ER in the

middle of the night-a
few pounds, but I also
contributes to my
work commitments and
doubt I ever will. But, hey,
figure. Listen, I know I could stand to lose a
and socializing with my clients on a regular basis
my region's high client retention rate. Between
't have a lot of time to exercise like I used to, and I
I I'd quii smoking either, and I did seven years a8o.

Work Habits and

The more time clients, the better his ability to understand their current needs,
predict future excellent service and secure recurring revenue. Belby's work
schedule into the evening hours:

with clients three to four nights a week, so my work days begin

typically greeted by five to ten emails from Sanders first thing in the
's ai*early riser and does a lot of emailing dght after his moming run. I like to
check with my account managers each morning. If something is troubling them, we
can tackle first thing and move on. Because I've worked here for a long time, in
-*6;i6py different capacities, I know who to call and how to fix things. I strive to be approachable
;df"ffikF.urr" of that I have a good sense of the issues our region faces on any Siven day. I try to
fi. spenffi two to three days a week working alongside my account managers or assistant
*,. qyafiifters. My schedule is fluid, so I just go where I think I'm needed on any given day. When
I - IYff not out on calls, I often find I can work most effectively from home.
ghts on Manager Mark Sanders
For three years Belby reported directly to Sanders.

BRIEFCASES I HARVARD BUSINESS SCHOOL

 I like Sanders personally and I'm glad I work for him. He's a lot younger
sometimes I question his judgment because he iust doesn't have the
clients that I have. He's a corporate strategy guy, with a lot of great
reality is that the priority should always be our clients. Our clients
keeping us in business. Sometimes I think Sanders forgets that.

With Sanders, though, what you see is what you get-he a hidden agenda
and doesn't buckle to company politics, and I like that. He also what I do, and
acknowledges that I am doing it well. He knows I'm a performer that count on me
to anchor our regional success-that's whai he told me in my review. I couldn't stand to
work for a micromanager; thankfully, Sanders just encourages keep doing what I do best
and leaves the rest to me. He's not overly critical, and he to me even when I
know he's short on time. I'd say we are friends as well as

Promotion Eligibility
I'm not going to lie; I was hurt and
Williams to regional director and not me. Though
worked here as long as f have, and I
For a while I hoped that Sanders would
managers have to make tough choices
rock the boat. I'm not worried about
talented people out there that could
performance, a promotion is in my
t he chose to promote my friend Mike
is smart and a good manager, he hasn't
client retention rate is better than his.
but he didn't. Listen, I know
want to make a big deal of it and
in this economy, there are a lot of
confident that, if I keep up my good

Southfield P ce Appraisal
Each December, all loyees and managers participaied in annual performance
reviews, or "SPRs" (Sou Reviews). SPRS typically lasted two hours and provided
an undisturbed to communicate direcily with the subordinate about their
offered employees a venue to voice career goals or workplace
concerns to for the coming year was always discussed at these meetings
despite the fact payments were straightforward. Under the formula developed by
corporate, distributed only if profits exceeded forecasted revenue for the
organization increases and promotions, on the other hand, were merit-based and
's manager and an annual review score.

an online tool to help managers collect, evaluate, and communicate

to employee performance. Managers could easily save an employee's noteworthy
tion, email, or even voicemail, to their online SPR file. At evaluation time,
could easily review the information they'd saved in one place to help them make informed
employee performance.

,;s.ii$iManagers scored employees on a variety of metrics such as technical knowledge, mental energy,
,l!' aridlrdecision-making capability, and supplemented the score with a short written narrative
'' A printed copy of the report in its totality was given to the employee during the SPR.
L evaluation.
t t fu-r.tQ.S9n the emPloyee was expected to sign the report as confirmation that he or she received and
.:" \6 understood the information shared during the meeting. The final page of the SPR report was reserved
'|i],.,.
'"ll.ltl, ,ff $i for employee comments, and was to be completed withi., serer, iluyr of the SPR meeting. Here,
emPloyees noted any additional comments they wanted to include that may not have been
'*ifi,' ,it|" mentioned or highlighted by their manager. Employees might use the space, for
,1,;a1 example, to highlight

HARVAHD BUSINESS SCHOOL I BBIEFCASES

913-562 I Southfield Packaging

a new skill they'd mastered outside of work, or to explain extenuating circumstances

contributed to'weak performance. The comPleted SPR report was then
sent to. Sout'
r"ro.,.a"" departmen't, where it was scanned and filed electronicallv ' as nart
'.*, of
permanent record.

Frank Belby's Annual Performance Review

sanders was facing several hish-stakes deadlT:::ljl"":,T:I::::S:-*"::Ymff:"il'#:il
hour to complete Belby's ontine evaluatio As he entered
p"rf--un." review, f,ut he set aiide an -a"ii/'
numerical scores, sanders ."",",,'i'rr,!i p"iritt"u"""' ihar+ql( and career potential His
thoughts on Belby are captured below'

Ouerall Performance
* &
A'
hx -G.E
& B
ni'fr5ggFv Tl t*::1:
cq&*gltF
Belby's a solid resional manager, and I appreciate -l]*
him to deliver what he,;l ises )Wflie th
romises;ffifether it's revenue or.clrent
honest-i know I can count on
guidance. Ai as years o1d, nefusouthfield veteran; I think he started
,u-ri"fu.,ior, o,
"-ployee plant more.ihan rs.grsfu tq:Yl,',I"::^TflI':
i"-ii.'" f".t"gi"g'asJemb"ly
t^"r.- ii"*3-i.'"" hi*-i.t"'.ur, wine them and@16$fu
"ld
but ':"
also roll up-his sleeves in a
-""iing to p"rtotrn an on-the-spot pacraghslFxwiilree
s onlylost a-few
"l':"It-:*:
;';;;% h:3 ;;.t"i fo, tt itlla'*est ieffi
"
an?S<now$becu'se I attended his surprise
birthday party last year he counts many
-
Belby's extremelY imPortant to stream; I know he's the reason manY
of our clients come back to us Year the company for a comPetitor, I bet
between five and ten clients guess is that it would take more than a year
for a new manager to

Mo tio atin g S ub or dinat es

Belby's team of three accounfuq;ffi and- three assistan:

^'":c:tt, "l1 Y:-",-1]:l^tf"ff^"::
tffi! c,"ait for a job well done, but alwavs takes ihe blame if
il;"d;.1;,*;;;";;;l; with
if*r"t u proUl"- ffip aittii.t. I also like that he spends a lot of time new account
;;;;;;t: iit teamq&snsistentlv a toP performei in client retention' and his account
;;;;;;;; r;;;'Bd@*lffiter pace than tireir counterparts both in the M]d*:::.:11
11t::t
iit"'i3r.iry.'ritfr".i,;fu "i his former subordinates now manages the company's second-
largest

loyal to his account team and to his clients, but I ve seen thl} ]"f]ty
his team
ti-""l f,i succeed in his role he has to be able to balance the needs ofcan't
*ittr tnor" of his colleagues and our greater corPorate agenda He iust
and his
m.rz6 .i,ra
,e thinoi
things oer
get done
done Luicklv
quickly for his clients, which
company policy or Process to st
^ike
inthe past without letting me know.
year, he lambasted a newly hired junior sales associate durinB-not after-a
client
presentation was an embarrassment-and I don't doubt him'
iccordlt g to e"lby, the
kno# he was list trying to protect his client's interests But instead of
guiding the
t
pr"""ntu,io,l in a positivL dlrectio]n, Belby -interruPted the sales executive' iryt:-!f:^1^? ^tl:
:l'il;;;G f,;;;;,;il ;."i"deithemeeting- rhe sales associate was humiliated and
to patch things up'
then escalated th"e issue to his manaBer, and at that point I had to intervene

gHEFCASTS I HARVARO BUSINESS SCHOOL

 Belby, though, made little effort to make amends. The sales associate left Sr
*onihs lut"i for a competitor, and our regional revenue production slowed as a

Self-Awareness
I think Belby views professional guidance from me as
constructive critiiism in a gentle manner to avoid a negative reactid@gprding on the day,
he might overreact emotionally or he might iust close up and distance@1elf from me for a
while,"which impedes our team's produciivity. There isn't much-of a brea@tween personal
and professional life for Belby, so perhaps that's why he interprS professionil criticiim as an
attaci on his character.
\
sense Belby was disappointed that I didn't prorng@g[Segional
I proqgffiS@egional -director director a few
months ago, but he never asked me about it directly. H{eemedfljstant for a few weeks.after
Williamsi promotion. Maybe it was a coincidence but &S5e welp a )ot of Problems with his
group during those same weeks: one client nearly cancele$[Si(onhact, b;t I intervened and
Ialvaged the"relationship. But now, thankfully, th@'s are back to normal between Belby and
me.

Time Management
Belby's daily telephone
communication to email. I don't think
which is critical these days.
wander, I have to intenuPt
usually gets him back on tra&. I
filter the distractions
capability. I know he :s with
wonder if he realizes when
three hours.
a 1q'8 of my time-he prefers Phone
in ability to express himself in writinB,
hYs
on the phone and his thoughts begin to
like "Franl, Bet to the pointl" That
s going on in his region, bui he just doesn't
and to me that's a sign of limited managerial
ifter normal business hours on a regular basis, but I
his day at 9:30 a.m., I've already been working for

f"'"*' Energy
Physical -'" dJ a qsd
I question ability to make the riSht choices-for himself, and for the company'
ffifuls
We're both br.g*ggy$tgffirmer athletes; but he mentioned offhand recently ihat he's at high
risk for diabdffi, aifll h" told -" *ade a late night visit to the ER for chest pain last year.
't seem too concemed about what he eats or drinks. This disregard tor
with our company's recent efforts to promote and reward healthy
fort I spearheaded for the good of our employees and our bottom line'
Cleveland sports fary even though, judging from his physique, he spends a
football than playing it.

HARVARD BUSINESS SCHOOL I BRIEFCASES

 913-552 L Southfield Packaging

Exhibit 1 Southfield Performance Review

Name: Frank Belby

Position: Manaser. Reeional Ooerations, Midwest Reeion
Review Date: December 2011
Months in Current Position: Zz
Duration of Southfield Employmenh 15 Years
Current Salary: $81. 900
Supervisor: Mark Sanders, VP

Grade Values: 8-10: More than needed for job requirements; 5-7: iob requirements; 2-
4: Moderately meets iob requirementsi 1: Does not meet iob reu*
x
---------L-,r
DEscRrPno[n G RADE

lnformation and skills required to fulfill job

Technical KnowledRe resoonsibilities. t. 10
understanding of inllilijlya l&d group behavior and
PeoDle Knowledse awareness of othels. iffibaB"lf -u*ur"n"rr. 9
lnformation ablf,tiffihny protfidures, policies,
Administrative Knowledse directives andEouir"-8t.. @ 7
Physical Energy Level of dvnami&uitaUd. and activitv. 6
Level o[.iff€l]EbualY&ce, creativity, comprehension
Mental Enersv andcohieptualiifns.'v 1

stics.")
ir Belby is gifted ot onticipqting client
and diliqent obout brieling his superiors on
Factor X: client situotions thot mov imDoct levenue. 8
ridd
Aoolications
.iiiut
;l'*ql€e, *
,}} \*sf SettinB goals and objedives, forecasting, establishing
1tt
PlEi:iiine q*L *f oroerams. schedulins. time manaeement. 7
lnitiating activities, controlling, coordinating events,
siruclurin-gg&{ communicati ns, directins. 5
:r,. Providing personal support, coaching, and
'qh- development opportunities to subordinates.
tlloti$ihne Eff ectivelv aDoraisins and rewardins subordinates. 9
Problemsolving, resolvingconflict. Usingfeedbackto
t" -r?{ Decision Makins imorove situation and self. 3
1
(supervisor: Please list any action believed important
*t "; to conductjob not included in above list of

li *r'ii "applications.")
Mark Sanders: Belby is o tolented developer of
"rlr,l1: t:i:r)
FactorY subordinotes. s

10 BRIEFCASES I HARVARO BUSINESS SCHOOL

 Southfield Packaging

Exhibit 1 (continued)

Southfield Performance Review (cont'd)

Overall Ratine: Shaded ratine should reflect the overall Derformance

consideration all factors.

Unsatisfactory 4!!9p!9!_19 Ful Sati

5% of employees 15% of employees of emolovees 5% of emol

LOmments:(I\orermporranroraoor.onatlactolrurr".ur'tr,6]*"qr);r.,
Frank understands company policies and pro."lMnd
successfully applies this
knowledge, as it relates to subordinates and client&in the maiodty of situations. He does not,
however, always follow company processes relatedQ information flow. Frank should focus on
developing his patience to avoid unnecessary cqL0lf,t subordinates and colleagues across the
comPany.

Compensation:

Current Annual Salary: $81.900

Proposed Annual Salary: $85.000
Bonus Eligibility: Pending

Development:

qt: Franl< needs more exposure to company strategy.

Participation in cross-depai al endeavors and/or management training at a university level
would contrib&& his development in this area.

To what person be promoted in the future: Director, Regional Operations,

Midwest

HARVARD BUSINESS SCHOOL I AHIEFCASES 'fl

913-562 I Southfield Packaging

Exhibit 2 Southfield Packaging Organizational CharL Account Services, Midwest Region

Southfield Packaging Account Services

Midwest Region

12 BRIEFCASES I HARVABD BUSINESS SCHOOL