Reasons why Matt Leeds got to where he is at the end of the case:
• Matt joined the company in haste, without knowing the culture, system and most importantly studying internal and external ‘threats’ to ones development.
• He also didn’t bother to know his exact role and eventually get to know his future boss and colleagues.
• He made his judgment about the company just by doing his own research in libraries, one meeting with a consultant, and his interview sessions.
• He conducted his interview at NY rather than at Chicago where he eventually wanted to work.
• He was unaware of exact mentorship program offered by the company.
• Even though the consultant he met during his informational interview session had hinted at the low morale in the air, he did not bother to investigate further what it exactly meant and how serious it was.
• He let Swift play mentor to him. Even though Lyle has specifically cautioned to report everything to him, slowly but surely Leeds let Swift ‘assume’ a bossy role even though she was just another colleague. And as is mostly the case, once he let Swift hold a patronizing attitude one time, it was difficult stopping her later on.
• He assumed a ‘learner’ role, even though as an MBA he had proved his mettle at Right-away stores. He should have taken initiatives much earlier and have opined wherever necessary.
Social network at Danner:
• The social network at Danner was very friendly and collaborative. Although Lyle and Swift were ‘outliers’, in general, people were open to suggestions and collaboration. They were also open to after-work social activities where they shared their experiences and offered suggestions and help. However, hierarchy and wielding power attitude was also reflected in upper management’s behavior.
Organizational factors that contributed to Matt Leads’ situation:
• The relationship between boss and mentee was one-sided. Even when other people in higher hierarchy intervened, it was not...