Jenny Folsom is the manager of a group of marketing specialists. She has good relationships with most of her team except for Connie Perez. Jenny is on the verge of letting Connie go. Connie just cannot seem to work up to the expectations that Jenny has. Over the past year, Jenny had four quarterly review sessions with Connie. In each one, Jenny pointed out her expectations and where Connie was falling short. Connie continued to act in much the same way even though she felt she was trying to improve.
Before going to the drastic and final step of dismissing an employee, Jenny has gone to the Personnel Department and specifically to the Training and Development Group. She has presented her problem to two training and development specialists. This is what she said: “Connie seems to get bogged down in details. I give her a project to work on and a set of overall objectives. Then, when I talk to her, I find that she is buried in some minor issue, getting all the information she can, talking to other people about that issue. It drives me crazy. I need to get the project completed and have her move on to something else. I want her to see the big picture. We have a lot to do, a whole strategy to implement. I can’t afford to have someone getting hung up on minor details.”
The training and development specialists sense that there is a big difference in personal styles between Jenny and Connie. They invite Jenny to come back the next day, at which time she is given a briefing on personal styles. It quickly becomes evident that Jenny is an NT (the code is explained later in this chapter) temperament, an “intuitive thinking,” in the Jungian personality types. She is good at conceptualizing and systematic planning. She can see the underlying principles of organizations and systems.
With each accomplishment of her group, Jenny can see three or four new big challenges. When the training and development specialists talked this way to Jenny, she agreed readily with their description of her.
Connie, on the other hand, seems to be an SF (sensor-feeler) temperament based on Jenny’s description. Connie is very practical and down to earth. She actually is quite good at problem solving in an immediate way. And she is highly resourceful, able to find information and answers. Unfortunately, she simply is not the type to see the “big picture.”
Jenny’s question to the training and development specialists is, So what do I do?
1. Should Jenny have a session with Connie on her own?
2. Should she have the session wiht the training and development specialists?
3. Should Connie be given the analysis results for herself and Jenny?
4. What kinds of issues should the two women discuss?
5. What kinds of tasks should Jenny assign to Connie in the future?