Individual practice with peer evaluation

Erika Mendez
Topic

A leadership crisis situation that you were involved in. If you observed someone else handle
something either very well or very poorly, you may write about that instead.
1. What happened? (Background, a brief description of events, specific leadership
actions)
My direct boss is the production director, he’s from the board, he’s a good boss, but when
the installation direct quit the company he had to absorb all the work meanwhile the company
looks for new recruitment, he was trying to do the best he can but is obviously in production
team he didn’t have a person how can be in charge and lend a hand for him, so, by himself,
he takes all the responsibility, he looks tired, disorientated and his patience went off,
especially with the production team who make a lot of quality mistakes, finally he mixes bout
teams, and present a new production coordinator, he gives a lot of solutions but people didn’t
feel good about it, the production team was recriminating him to haven’t time for them.

2. What were the results? (Real or potential. Try to include both positive and negative
possibilities. Even if the event seemed clearly good or bad, consider unintended
consequences.)
He makes a reunion with CEO and production team, the operators were recriminating that
he doesn’t have any time to solve their problems, even when a lot of those problems where
because they never respect the develop as technical team instructions, so between technical
office and production teams create a broken communication, operator was thinking that he
only gives concern to the technical office and didn’t understand why the technical office has
to be in charge into help coordinating production the team. In the end, he asks for help from
CEO to help him in the meeting arguing that with a respectful figure production operators
were going to change their mind, it works, in the meeting operators express, argue, and finally
listen to the technical team, in the end, they finally understand the changes.
3. Why did this happen? (Consider all possible factors, including the people and the
situation)
When the installations director abandons the company, none of the board speak with
operators, and the production director just takes the responsibility without making a reunion
to let people know the changes he decides, those were strategical changes, but even if
people don’t need to know all the info, it’s important to let them know the changes.
4. What class concepts are relevant to this situation? (Mention at least one concept
from class and how they can be used to interpret the situation.)

It’s important to involve all people in the changes, if a leader will make or restructure the
information flows people must know it, can be strategic or just for a while as in this case, but
if people don’t know the changes they can feel there aren’t involved, or important.
5. What did you learn from this? (Broader lessons that might apply to other situations
or problems.)
Communication skills are really important to the leaders, they need to communicate, clarify
and verify that the info was received correctly, in these case technical office didn’t have any
problem to understand and bring support, but operators understand this as aggression, they
feel like the leader abandon them and let them with a new boss, and by another hand, he
understands that he needs to empower technical officers, they don’t have leadership
qualities, and sometimes were rude and argue with the operator for a minimum task variation.