Writing Mastery Exam Sample Essay Respondent Kathy Jordan Ja

Writing Mastery Exam Sample Essayrespondent Kathy Jordanjane Epstein

Jane Epstein is a new manager at TechniCo, and she believes she has “inherited a good team.” However, one member of her team, Andy Zimmerman, has Jane worried. Andy is a terrific performer – he’s intelligent and efficient – but he has a nasty side to him that is hurting the team’s morale. Kathy Jordan, a psychologist and global executive coach at KRW International, has experience in dealing with workplace disputes. Kathy Jordan’s suggestions for Jane are the most sensible because she first appropriately asserts that Jane must be clear with Andy about her expectation that he manage relationships rather than just put up good numbers, then she rightly stresses Jane’s need to coach her team members on developing assertiveness and conflict management strategies so they can better handle their own interactions with difficult colleagues, and finally, she correctly recognizes that Jane has to stop sending emails to Rick Lazarus about Andy and start soliciting help within TechniCo—both to better solve the problem and to build a strong reputation at her new company.

Kathy Jordan appropriately asserts that Jane must be clear with Andy about her expectation that he manage relationships rather than just produce good sales numbers. Thus, Jane could speak to Andy directly about her specific expectations for his behavior with colleagues. For example, Jane could talk to Andy about (1) better ways to handle Maureen, the AA who “flubbed a meeting time” or (2) more effective ways to handle Jack, whose ideas Andy put down during the brainstorming meeting or (3) ways to avoid “reaming” out colleagues like Danielle, who “mishandled” a customer’s calls. By following Jordan’s advice, Jane would let Andy know that she insists “on positive behavior as a condition of employment” and that for Jane, relationships with colleagues are as important as attaining sales numbers.

Then, Andy would recognize that to keep his job, he needs to learn new skills to deal more positively with his colleagues. Kathy Jordan rightly stresses Jane’s need to coach her team members on developing assertiveness and conflict management strategies so that Andy’s bad behavior is held in check and Jane doesn’t feel like she is managing a kindergarten classroom. According to Jordan, the team would fare better if its members fight back when Andy tries to “derail” meetings or starts reaming people out. Jane’s team is intimidated by Andy as noted in the “Andy stories” that Jane tells Rick Lazarus, such as Andy terrorizing Jack in the brainstorming meeting, causing everyone to cower and shut down. If, as Jordan suggests, Jane trains her team to handle Andy’s difficult behavior, to assert themselves, and to learn to “conduct effective meetings,” Jane’s employees may feel more comfortable, creative, and productive.

Then the team could brainstorm together without fear of outbursts from Andy, and Jane wouldn’t always feel as if she were running a kindergarten classroom with difficult personalities running amok. Kathy Jordan correctly recognizes that Jane has to stop sending emails to Rick Lazarus about Andy and start soliciting help at TechniCo—both to better solve the problem and to build a strong reputation at her new company. For example, while Jane and Rick exchanged 18 emails in the course of one month, the exchange did little to help Jane solve her work problem at TechniCo and could have “reinforced [Jane’s] managerial blind spot.” According to Jordan, Jane should talk to other managers at TechniCo because first, they can give her a “crash course” in TechniCo culture, providing important information on how much leverage Jane might have with Andy; second, they could give Jane information on who within the company she should contact about Andy, and third, they could tell Jane what kind of programs TechniCo might have to handle difficult employees.

If Jane seeks help from inside the company, she can find better answers about how to handle Andy, demonstrate that she can manage her team, and get on track to impress her TechniCo superiors—which Jordan notes is incredibly important because “honeymoons are stunningly short in today’s corporate environments.” Kathy Jordan has the most sensible recommendations for Jane because she first appropriately asserts that Jane must be clear with Andy about her expectation that he manage relationships rather than just put up good numbers, then she rightly stresses Jane’s need to coach her team members on developing assertiveness and conflict management strategies, and finally, she correctly recognizes that Jane has to stop sending email to Rick Lazarus about Andy and start soliciting help within TechniCo.

Jane is new to TechniCo, but shouldn’t be new to the challenges of managing a team. Jane’s future success at TechniCo could be based on how wisely she handles Andy’s mean streak. If she can tone down Andy’s bad behavior and power up the work ethic of her team, Jane can find her place at TechniCo a positive and powerful one.

Paper For Above instruction

Introduction

Managing a team effectively requires not only achieving productivity metrics but also fostering positive interpersonal relationships within the workplace. In Jane Epstein's scenario at TechniCo, she faces a challenging situation with a high-performing yet disruptive team member, Andy Zimmerman. Drawing on the insights of psychologist and executive coach Kathy Jordan, this essay explores the strategic steps Jane can undertake to resolve the issues caused by Andy’s behavior, emphasizing clear communication, team coaching, and internal support mechanisms. Successfully addressing such interpersonal conflicts can enhance team cohesion, improve morale, and ensure sustainable performance outcomes.

Clear Expectations and Direct Communication

The foundation of effective team management in this case begins with Jane’s clarity regarding her expectations for Andy Zimmerman. Kathy Jordan advocates that Jane should communicate explicitly that exceeding sales targets is insufficient without corresponding positive interpersonal behaviors. Jane needs to confront Andy directly and articulate specific expectations, such as respectful communication, collaboration, and professionalism. For instance, Jane might discuss how to manage interactions with Maureen, Jack, and Danielle, highlighting that maintaining positive relationships is a first-order priority. Such directness establishes a standard that relational management is integral to performance, thereby signaling to Andy that his role extends beyond individual output to encompass team dynamics and mutual respect.

Developing Assertiveness and Conflict Management Skills

Beyond setting expectations, it is crucial for Jane to empower her team members with assertiveness and conflict resolution skills. Kathy Jordan emphasizes that equipping employees with these strategies equips them to handle difficult colleagues—like Andy—more effectively. Training sessions or coaching focused on conflict de-escalation, assertive communication, and effective meeting practices can significantly mitigate adverse behaviors. For example, Jane can encourage her team to confront issues directly, express concerns calmly, and stand up for their contributions. Such skills promote a proactive work environment where negative behaviors are less likely to proliferate and where team members feel confident to address challenges independently.

Internal Support and Organizational Resources

Another critical aspect highlighted by Kathy Jordan involves Jane seeking internal support rather than external outlets such as email exchanges with Rick Lazarus. Excessive emailing not only fails to resolve underlying issues but can also reinforce management blind spots. Instead, Jane should leverage the internal network at TechniCo by consulting with other managers, HR professionals, or employee assistance programs. These resources can provide insights into the corporate culture, intervention programs, and strategies for dealing with difficult employees. Engaging with internal support systems not only offers practical solutions but also demonstrates Jane’s initiative and leadership capacity in managing complex interpersonal dynamics.

Strategic Management and Building Reputation

Addressing the problem internally positions Jane as a capable and resourceful leader. Developing a strategic approach—setting clear behavioral expectations, coaching the team, and utilizing organizational resources—can help Jane handle Andy more effectively. This coordinated effort also prepares her to impress superiors by demonstrating her ability to manage complex team dynamics. Furthermore, fostering a positive team environment benefits overall productivity and morale, which are vital for career progression in corporate settings where reputation and relationships are critical.

Conclusion

In conclusion, Kathy Jordan’s recommendations—clarity in expectations, empowering team members with conflict management skills, and leveraging internal resources—are comprehensive and pragmatic. These strategies enable Jane Epstein to address Andy Zimmerman’s disruptive behavior constructively, thereby improving team cohesion and performance. By adopting such approaches, Jane is likely to foster a more harmonious workplace, demonstrate effective leadership, and eventually secure her position as a competent manager at TechniCo. Effective conflict resolution combined with strategic internal engagement forms the cornerstone of sustainable team management in contemporary organizational environments.

References

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