Understanding and Changing Your Management Style

By Robert C. Benfari | Go to book overview

CHAPTER SEVEN
PROBLEM SOLVING AND CONFLICT
MANAGEMENT: CATALYSTS FOR CHANGE

Max Stanford, the marketing and sales manager at Coopersmith & Gordon, was pumped. He had just gotten the word from the research and development group that ExtremeAscent, the new mountain bike prototype they had been testing, had been released to manufacturing and would be ready in three months. Max could not wait to get the new bikes out to dealers. This was going to be their hottest product ever.

All through its development and their market research, despite occasional discussions about whether they really needed another bike with a profile like the eight other models they had, they had maintained their incredible esprit de corps. The only naysayer had been the western regional sales manager, now the ex-western regional sales manager, Vicki Austin. Vicki had been a bummer, Max thought, always bringing up objections, trying to put the damper on their ideas. Coopersmith & Gordon had always made the best bikes, stayed way ahead of the curve in technology and design, and Max and the rest of the team knew they could not lose, not with this bike or any of the others they had coming. So what if there were some new players in the market, coming in from Europe and Asia? Or so what if the last bike they had introduced had not quite sold at the level they had expected? Everyone agreed that it was just a blip in the market. Except Vicki, who kept harping on problems until everyone just wanted to scream. They tried to reason with her; she was the only one who had so many doubts. But finally she just quit and took her bad attitude with her. Good riddance, Max thought. Her

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