Matt Leeds

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  • Topic: 1979, 1918, Dan Lyle
  • Pages : 8 (1477 words )
  • Download(s) : 406
  • Published : November 5, 2008
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Matt Leads
Saturday, 27 September, 2008
8:22 PM
How did Matt Leads get into the situation?
Current situation: bored, lack of responsibility and frustrated with his relationship with his boss Dan Lyle and colleague eleanor swift. A bias from his boss
Could he have done anything differently to help himself

Are there things he should ve done that he didn’t?
Any key mistakes?

Matt leads personality
Saturday, 27 September, 2008
8:31 PM
Background :
Settled for chicago because of family.
Chose Danner over Right away because of too much concentration and responsibility over marketing.

Action oriented person
Indecisive about what he wanted
Narrow focused on training
He was just impressed and biased over consulting because others did so. •Expectations not maintained. Eg: from disappointment when Clark didn’t recognize him. And his boss's reception given that he was busy. •Influenced by other people "seemed to be affected by the grimace from the consultant about swift and Lyle. •Shy about asking questions

Intimidated by Swift's personality
Gave away an opportunity for quick upward career movement as he was reporting to VP while he would start as an Assistant consultant at Danner •Could have better handled the initial conversation with Dan about his Confirmation bias about MBAs. Page 5 •Missed out on Dan's word of 2 weeks specifics about his responsibility

Choice of job
Interview process @ Danner
Met Howard Greer
Met Richard Clark MD of Chicago-initial impression impressive. Info that Chicagooffice was a supportive bunck and worked hard and liked to have fun.
Saturday, 27 September, 2008
8:41 PM

Already a track record
Apprehensive about his relationship with his new boss
oFailed to leverage on his past relationship with president and a social belonging •Failed to realize that he was accustomed to the culture
Afraid of responsibility
Too much weight on the physical attributes of the company's looks •Failed to do more research on the company's health.
Good beginning with the cookout.
Good project at Right away stores implied a good prospective job. •Opportunity for a social identity
Didn’t want to specialize too soon
Denied the job in late april. 8 months after he got the job. Disappointed his president kingston in the process Danner
Entry level associate consultant role.
Conformed with other classmates rather than believing on himself and his past experience •Assumed that he would get responsibility quickly and become and engagement manager in 2 or 3 yrs. •Better opportunity in comparison to other firms (3-4 yrs)

Danner's company profile
Saturday, 27 September, 2008
9:12 PM

People were professional, educated and outgoing.
'conservative' company.
Didn’t realize that the direct marketing division had little market scope and some of them had little work which was the chicago's office strength. •Recruitment for mass merchant and luxury practice: good senior partner- aggressive innovator, great reputation among clients. Good practice area but @ Danner morale was low because of fewer career prospects @ senior management. •Used the MBO evaluation process in January. Goal setting specific. •Majority of promotions from within.

MBA hiring patterns because of BOB Mitchell, senior partner, harvard MBA. •Didn’t go well with the old guard
High atrition levels because of the internet boom.
'key way to get visibility to engagement director- Presentations
MD responsibility
Admin stuff
Selling business
And became ED's when study was sold
Staffing for study
Manage client relationship
Coordinate with other offices for staffing of study.
Develop a good group of EMS who's work THEY respected (subjective) Practice manager
/Engagement manager:
Primary p&l
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