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Chapter 9
Case Study –SitLead: Training & Development
You are a senior colorist at the cosmetic manufacturing company, Visage. You are also a
Career Mentor for several other, more junior colorists. One of your mentees, Calista
Taylor, is a colorist who is leading a project team for the third time in her 6-month career
By all accounts, Calista has done well communicating with her teammates, and the
technologists on her teams have been receptive to her lead. Some have let you know that
if there was an opportunity to work with Calista again, they would be very happy to do
You point out that PJ is just one of the team of five and that the others are very happy to
work with Calista again. You discuss the potential problems PJ might cause and reassure
Calista she is “ready” for this next step. It is time for her to get out of her comfort zone
and stretch a bit. She has agreed to take this next step but is still very nervous.
What type of communication do you need to maintain with Calista?\
Since Calista is at an R3 level of performance readiness, you should use leadership style
If you had to schedule potential meeting times with her in advance, how often would you
be willing to meet and discuss her performance, while still taking a more “hands-off”
approach this time?
For the first few weeks, you might initially want to have Calista develop the agenda on
What are you going to be focusing on to see Calista’s’s development progress? What
areas will you be able to gather data from to provide you with information regarding her
behavior?
Calista has already demonstrated her ability as a team leader, so as her manager you will
How can you maintain your positive relationship with Calista, while still pushing her to
“stretch” and grow?
