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Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
Case Notes
Case 3.2: Performance Coaching: Darcy Gallagher Role
Ken Mark wrote this case under the supervision of Professor Jane Howell solely to provide
material for class discussion. The authors do not intend to illustrate either effective or ineffective
handling of a managerial situation. The authors may have disguised certain names and other
identifying information to protect confidentiality.
Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or
transmission without its written permission. Reproduction of this material is not covered under
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Background on Darcy Gallagher
Gallagher graduated from the University of Toronto with a bachelor of commerce degree,
majoring in marketing, and joined an export-import firm in Toronto. Because of his excellent
process-oriented skills, Gallagher immediately had a positive impact on the business
performance in his area of responsibility and was rapidly promoted to a supervisory role. After
hearing about Gallagher through his informal network, David Elliott, who was a divisional
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Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
Gallagher reported to the sales manager who, in turn, reported to Elliott. Both the sales
manager and Elliott were impressed with Gallagher’s accomplishments and rated him as an
exceptional performer. Gallagher seemed like a natural fit for the assistant sales manager role
because of his data-driven decision-making, his detail orientation, and his ability to learn and
adapt processes to a sales environment. Elliott appreciated these skills because they
Performance Coaching Discussion
Gallagher is 28 years old and has been in his current role as sales manager in Windsor for one
year. During his first four years at Elmwood, he received several salary increases, reflecting his
exceptional performance ratings. Gallagher was viewed as a rising star by his previous manager
and was part of Elmwood’s leadership talent pool. In previous 360-degree reviews, Gallagher
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Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
gave himself high ratings on virtually every competency, and his former manager matched those
ratings on all competencies and even gave Gallagher higher ratings on some.
Role and Responsibilities
As sales manager, Gallagher is the point of contact for large accounts, is responsible for
developing and implementing sales plans, and manages a diverse group of employees, including
an assistant sales manager, business development managers and onsite support staff such as site
Performance
Gallagher is a top-tier employee with exceptional business performance. He has a systematic
approach to problem-solving and looks for root causes. As a business development manager,
Gallagher’s accomplishments include developing and implementing a customer relationship
management system.
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Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
related stress. Gallagher considered their departures as “desirable turnover” since in his view
they had some difficulties in living up to his high performance expectations. In another instance,
two business development managers quietly complained to him that they were missing their
Individual Role Preparation
Although you graduated with a marketing degree from the University of Toronto, you have since
taken an interest in sales, climbing the ranks at The Elmwood Group (Elmwood). You do not
hesitate to show displeasure through the use of facial expressions. Some people have asked you
to make more of an effort to contain your emotions, but you believe there is nothing to be gained
from timidity. To make an omelet, you’ve got to break a few eggs, right?
Instructor Resource
Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
the upcoming discussion of your self-assessment, you may look at the new general manager with
a look of incredulity. You will say something like, “Why am I listening to this?” You don’t
believe you need to change. And you believe that as long as Thomas Lockie, the company’s
Exhibit 1
Darcy Gallagher’s Self-Assessment
BUSINESS KNOWLEDGE
General
Subject
Competency
Description
Level
Attaine
d
−
=
Gap
Running
the
Business
1. Business
Innovator
Understands developments
within own industry. Looks
at innovative ways of doing
things. Puts new ideas into
action.
10
10
0
2. Organizes for
Alignment
Aligns individual,
departmental, company and
corporate objectives.
5
5
0
3.
Technologically
Inclined
Understands and uses
different technologies and
tools to increase
productivity and improve
efficiency of projects.
5
5
0
Finance
4. Financial
Acumen
Understands and manages
financial objectives of job;
can plan and implement
cost-efficient initiatives.
10
5
5
Marketing
& Sales
5. Puts
Customers First
Strives to create the most
value for the customer
(internal and external) that
results in mutual long-term
success.
10
10
0
6. Keen
Competitive
Awareness
Able to identify current and
potential competitors, and
understand their ability to
impact our business.
10
10
0
Human
Capital
7. Human
Capital
Hires and assigns personnel
in their area of responsibility
to maximize their
effectiveness. Effectively
develops personnel to
maximize their personal
growth and contribution to
the organization.
10
10
0
8. Leadership
Development
Invests considerable time
and resources into planning
for the development of the
best people for the key roles
in the organization
(including own role).
10
10
0
LEADERSHIP COMPETENCIES & SKILLS
General
Subject
Competency
Description
Level
Attained
−
Job
Require
ment
=
Gap
Focused
Drive
1. Focus
The ability to identify an
important goal or vision
and to concentrate efforts
that support that goal or
vision.
10
5
5
2. Drive
Is motivated to
consistently reach high
levels of performance.
10
5
5
Emotional
Intelligence
3. Understanding
Others
The ability to use insight
and empathy to understand
the emotions and thoughts
of others.
10
10
0
4. Emotional
Maturity
The ability to control
emotions and cope with
stress in a way that instills
confidence and motivates
others.
10
10
0
Trusted
Influence
5. Commitment
The ability to earn respect
and trust by keeping
commitments, leading by
example and recognizing
the contributions of others.
10
10
0
6. Empowerment
The ability to help others
reach higher levels of
performance through trust,
delegation, participation
and coaching.
10
5
5
Conceptual
Thinking
7. Innovation
The ability to generate
new ideas, products and
processes by challenging
traditional beliefs and
thinking “outside the box.”
10
10
0
8. Big Picture
Thinking
The ability to identify and
consider the overall impact
of a decision or action on
other departments, the
company or the
organization.
10
10
0
Systems
Thinking
9. Process
Thinking
The ability to design,
improve or connect critical
work processes to increase
performance.
10
5
5
10. Mental
Discipline
The ability to follow a
logical thought process to
a successful conclusion.
10
5
5
Leadership
Skills
11. Leading
Change
The skill of successfully
leading others in times of
internal or external
change.
5
5
0
12. Coaching/
Mentoring
The ability to utilize a
comfortable coaching style
to improve performance.
10
10
0
13.
Communication
(Written, Oral,
Listening)
The skill of
communicating and
relating to a broad range of
people internally and
externally.
5
5
0
14. Negotiation
The skill of arriving at and
reaching understandings
and agreements with a
broad range of people
internally and externally.
10
10
0
15. Problem
Solving
The ability to recognize
and systematically resolve
complex problems.
10
5
5