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Chapter 10
Case Study Part 2: Situational Leadership® and Constructive
Discipline
Two weeks later, the complaints around the office with respect to Nikki have increased.
There are three more contracts she has tried to “push through” where new clients did not
have the appropriate credit.
Customer Service has received several calls complaining that Nikki has not been showing
up for appointments. A potential client was upset by “the waste of time” after having
After reviewing monthly sales numbers, you realize that Nikki is no longer your number
one representative. She had held that position for over one year. You add up the totals
again and are surprised to see she is not the number two rep either. She has dropped
down to number four.
You had taken her word and thought it was all handled. Now with the continued
complaints and errors in paperwork, you realize Nikki has not “fixed it all.” Things are
worse.
What do you prepare? What are the data points now?
The current data points are as follows: three contracts trying to be “pushed through,”
What style of leadership are you going to use? If that does not work, what will you
switch to?
You will start with S3, involving a lot of supportive behavior and open-ended questions
How can Nikki “prove” herself to you and get back in your good standing? What must
change in her performance?
Nikki could complete all her paperwork accurately, perform her job the way that she
