Leadership Case Problem A

Dani the Front-Stabbing CEO

Dani  is the CEO of Bellerose Exhibits and Events—an events planning firm  that coordinates all aspects of events and professional meetings. Among  the many tasks Bellerose handles for clients are arranging meeting  locations, providing for transportation, erecting and taking down  exhibitor booths, and supervising the installation of technology for the  events. At times Bellerose also organizes a theme for the event, such  as pretending that participants are superheroes or superheroines, or an  emphasis on charitable giving.

Dani has decided that a deterrent  to Bellerose is that she as well as other staff members are too gentle  in their feedback to each other. Instead of being totally honest with  other about mistakes or errors in judgment, staff members tend to be too  polite and indirect in their feedback to each other. Dani has read that  some firms have moved toward front-stabbing, or complete  candor in discussing problems directly with people. She decides to  initiate a process of her as well as other staff members being more open  in bringing problems to each other’s attention. Her approach was to  send an e-mail to all Bellerose workers to launch the front-stabbing  initiative.

The day after announcing the initiative, Brock, an  exhibits designer, asked Dani what she thought of the neon sign he used  to decorate a client’s booth. Dani replied,  “The neon sign might work as a design to help build a retro image. But  you sign was just a distraction for a company that wanted to publicize  its food supplements.” Brock replied, “Was my neon sign really that  bad?”

The next morning Katrina, Dani’s administrative assistant,  dropped by her cubicle to review a few items on the budget. Dani said,  “Before we get started on these budget items, I have an observation to  share with you. Your appearance has deteriorated recently. Your hair is  often messy, you have bags under your eyes, and your clothing  combination often looks like it was chosen at random from your closet.  What’s wrong with you?’ Katrina replied, “Dani you are being a little  harsh. I have been experiencing some personal problems during the last  few months.”

The following Monday morning, Dani held a strategy  meeting with her top management team. As she had alerted the team prior  to the meeting, she would be presenting a revised vision statement.  Before getting to the theme of the meeting, Dani asked if there were any  other key issues that should be addressed. Lyndon, an events-planning  associate, said, “Dani, I am concerned about the parking lot we all use.  The snow-plowing is poor, and there is a lot of debris scattered  about.” Cheryl, the chief finance officer, responded to Lyndon in these  terms: “Lyndon, you are being small minded when you should be thinking  big about the company vision.”

Dani later presented her new vision  for Bellerose, as follows: “Within five years we will become the world  standard of excellence for designing and executing events to a wide  variety of organizations. The events we plan will take our clients to  new heights of organizational performance.”

Karl, the chief  technology officer, responded to Dani’s vision in this manner: “Dani,  have you been smoking medical marijuana? Are you creating a sensible  vision for us, or are you hallucinating?”

As the meeting disbanded  one hour later, Dani thought, “Has my front-stabbing initiative gone  too far. Am I being nasty with my staff, and are they being nasty with  each other?”

Questions

1. How helpful does the new candid feedback at Bellerose appear to be?
2. What  suggestions might you make to Dani and her staff so that candid  feedback to each other does not trigger interpersonal conflict .