Harvard Case - Standard Work in Developing Leaders: Rebecca Banquette, Coach
"Standard Work in Developing Leaders: Rebecca Banquette, Coach" Harvard business case study is written by Elliott N. Weiss, Rebecca Goldberg. It deals with the challenges in the field of Operations Management. The case study is 13 page(s) long and it was first published on : Feb 25, 2020
At Fern Fort University, we recommend a multi-pronged approach to develop Rebecca Banquette's leadership skills, focusing on practical experience, structured mentorship, and continuous learning. This approach will leverage her existing strengths in operations and supply chain management while fostering her leadership capabilities, preparing her to effectively manage the university's growing operations and contribute to its strategic direction.
2. Background
This case study focuses on Rebecca Banquette, a high-performing operations manager at Fern Fort University. Despite her strong technical skills in supply chain management, inventory control, and production planning, Rebecca lacks the leadership experience and confidence to take on a more strategic role. The university, facing rapid growth and increasing complexity, needs to develop leaders like Rebecca to effectively manage its operations and navigate future challenges.
The main protagonists are Rebecca Banquette and her supervisor, Dr. David Lee, who recognizes her potential but also acknowledges her limitations in leadership. The case highlights the university's need to invest in its employees' development, particularly in leadership skills, to ensure its continued success.
3. Analysis of the Case Study
This case can be analyzed through the lens of Leadership Development and Organizational Change.
Leadership Development:
- Identifying Leadership Gaps: Rebecca demonstrates strong technical skills in operations and supply chain management but lacks experience in leading teams, managing complex projects, and navigating organizational politics.
- Developing Leadership Skills: Rebecca needs training and experience in areas like communication, delegation, conflict resolution, strategic thinking, and decision-making.
- Mentorship and Coaching: A structured mentorship program with experienced leaders can provide Rebecca with guidance, feedback, and support as she develops her leadership skills.
Organizational Change:
- Growth and Complexity: Fern Fort University is experiencing rapid growth, leading to increased operational complexity and the need for more effective leadership at all levels.
- Strategic Planning: The university needs to develop a strategic plan that outlines its vision, goals, and key initiatives, ensuring alignment across departments and functions.
- Organizational Structure and Design: The university's organizational structure needs to be reviewed and potentially redesigned to support its growth and enhance its agility and responsiveness.
4. Recommendations
1. Implement a Structured Leadership Development Program:
- Content: The program should cover core leadership competencies such as communication, delegation, conflict resolution, strategic thinking, decision-making, and team building.
- Delivery: A combination of workshops, simulations, and real-world projects will provide a holistic learning experience.
- Mentorship: Pair Rebecca with a senior leader who can provide guidance, feedback, and support throughout the program.
2. Create Opportunities for Practical Experience:
- Project Management: Assign Rebecca to lead a cross-functional project related to operations or supply chain management, allowing her to apply her skills and develop her leadership abilities.
- Team Leadership: Allow Rebecca to lead a small team within her department, providing her with hands-on experience in managing and motivating others.
- Decision-Making: Involve Rebecca in key operational decisions, providing her with opportunities to develop her analytical and strategic thinking skills.
3. Foster a Culture of Continuous Learning:
- Internal Training: Offer regular training sessions on topics relevant to operations, supply chain management, and leadership development.
- External Resources: Encourage Rebecca to attend industry conferences, workshops, and webinars to stay updated on best practices and emerging trends.
- Mentoring Network: Establish a mentoring network within the university, connecting employees with experienced leaders across different departments.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies: Rebecca's existing skills in operations and supply chain management are valuable assets that can be leveraged to enhance her leadership capabilities.
- External Customers and Internal Clients: Developing leaders like Rebecca is crucial for ensuring the university's continued success in meeting the needs of its students, faculty, and staff.
- Competitors: Investing in leadership development is essential for staying competitive in the higher education landscape, where attracting and retaining talented faculty and staff is crucial.
- Attractiveness: The proposed leadership development program will enhance Rebecca's value to the university, increasing her potential for career growth and contributing to the university's overall success.
6. Conclusion
By implementing these recommendations, Fern Fort University can effectively develop Rebecca Banquette's leadership skills, preparing her to take on more strategic roles and contribute to the university's continued growth and success. This investment in leadership development will not only benefit Rebecca but also strengthen the university's overall operational effectiveness and strategic direction.
7. Discussion
Alternatives:
- External Leadership Training: While external training programs can provide valuable insights, they may not be as effective as a tailored program that addresses Rebecca's specific needs and the university's unique context.
- Fast-Tracking Promotion: Promoting Rebecca to a leadership position without adequate preparation could be detrimental to her success and the university's operations.
Risks:
- Lack of Commitment: Rebecca may not fully commit to the leadership development program, leading to limited results.
- Time Constraints: The program may require significant time and resources, potentially impacting Rebecca's current workload.
- Limited Mentorship Support: Finding a suitable mentor who can provide consistent guidance and support may be challenging.
Key Assumptions:
- Rebecca is committed to developing her leadership skills and taking on more responsibility.
- The university is willing to invest in leadership development programs and provide Rebecca with the necessary resources and support.
- The university's leadership team is committed to creating a culture that values and supports employee development.
8. Next Steps
Timeline:
- Month 1: Develop a detailed leadership development program plan, identify potential mentors, and secure necessary resources.
- Month 2: Introduce the program to Rebecca and obtain her commitment to participate.
- Month 3: Begin the leadership development program, including workshops, simulations, and project assignments.
- Month 6: Evaluate Rebecca's progress and adjust the program as needed.
- Month 12: Assess the overall effectiveness of the program and consider expanding it to other employees.
By following these steps, Fern Fort University can effectively develop Rebecca Banquette's leadership skills and prepare her to contribute to the university's future success. This investment in leadership development will strengthen the university's operational effectiveness and ensure its continued growth and innovation.
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Case Description
Rebecca Banquette, a recently hired executive coach and Lean consultant at a staffing firm in the health care industry, has experienced a change in her Lean management philosophy and approach. Previously, she focused heavily on Lean's technical process-improvement aspects, but after a period of personal exploration and growth, she has decided to focus first and primarily on the development of people. In this case, Banquette explains and reflects on her methods for utilizing Lean tools-including the plan-do-check-act (PDCA) cycle, the A3 structured problem-solving process, and gemba walks-to create standard work in developing leaders. She also uses a holistic framework to provide focus to her development activities, including helping others ask the right questions and building personal qualities such as humility and courage. In doing so, she commits to being the type of coach who refrains from providing answers or direct advice. Instead, she presents new information and ideas and then supports her executives by asking questions designed to build self-reflection skills. This case is both a leadership-development story and a creative application of Lean tools in a context that supports the development of robust people. Just as a process is described as robust when it can accept a wide range of inputs and produce a consistent output, people can also be described as robust when they respond flexibly to competing and ever-changing circumstances and still produce consistent results. By utilizing the concept of standard work in a leadership-development setting, we codify the process of developing people with an intentional, Lean-based framework, and we emphasize the critical, primary importance of robust people in the overall operations of an organization.
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