Rafferty Goldstone has been working at Bulwark Securities in Minneapolis, Minnesota as a sales representative for eight years. He also has an M.B.A. from Kellogg, and his boss Paul McKinley thinks that he has experience in the field of management, so to speak. Goldstone is only thirty-eight, and he seems like the obvious choice for a management position that is opening up at another branch. With a little bit of thought Goldstone accepted the offer to manage over thirty different sales reps at the Bulwark Securities in Framingham, Massachusetts. After Goldstone goes through management orientation, and after he gets settled into his new home and town he begins his new management job, and it starts off a little rough. After he has been working there for six months he has gotten a feel for how hard the management position really is. He has had some positive and some negative things happen. Since he has been promoted to manager he has failed to meet the first quarter’s quota, he has made one of the sales reps quit, and he has failed to make some key decisions involving some of the other sales reps. The only good things that Goldstone has really done are he met the second quarter’s quota, and he brought in Vance, a former employee of Spinnaker which is one of Bulwark Securities’ biggest competitors in the full service market. As you can see Goldstone’s failures far exceed his successes, and he needs to make some quick changes if he wants to continue being a manager at Bulwark Securities.
In order for Goldstone to solve his problems he needs to figure out how all of his problems arose in the first place. First off, Goldstone’s ideas of a manager’s duties were all wrong. He thought that being a branch manager would be no hassle, and it would be nothing more than being lead sales rep, only with more sway and liability. He also said, “The numbers will be a cakewalk.” His first impressions were completely naïve and wrong. Another thing that got Goldstone into his current messy situation is that he really did not take the training and policy manual seriously. He just put it on his desk and never really looked at it again. The CEO of Bulwark Securities, Christopher Woodbone, specifically told Goldstone to apply the manual scrupulously if he did not want to be kicking off from the end zone. Goldstone also did not ever deal with his sales reps appropriately, and consequently his youngest sales rep Juba Puckett quit on him. One of the sales reps Bill Durkee is also failing to keep up with his sales and Goldstone has never really done anything about it, except comfort him like a big brother would. The top performing employee, Tony Skrow, who has been working there for over fifteen years is also in danger of leaving the company, and if that happens Goldstone is definitely not going to make it as a manager at Bulwark Securities. Scrow did not like the idea of bringing in Vance from Spinnaker, especially after Goldstone gave Vance his own corner office. Skrow is the only reason why Goldstone met the second quarter’s quota. If Goldstone can realize all of the problems that got him into his current situation, and if he can get them fixed quickly, he still has a chance of being a successful manager for Bulwark Securities.
The regional director, Gloria Ludlow, for Bulwark Securities let Goldstone know that he has one week to figure out what to do to improve his poor performance. One week is not very much time to fix all of the problems that Goldstone has so he needs to act fast and make some bold decisions. The first thing that Goldstone needs to do in order to keep his job is he needs to start listening and taking advice from his superiors. If someone tells him something that does not seem important Goldstone usually just blows it off because he does not feel that it is relevant. The thing is the people that are telling him these things know from experience and the advice that they give him...
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