Case Study ...........................................................................................................
Raytown Kennels employs 12 people: one office manager, two
clerical support people, two welders, two delivery people, two
kennel maintenance people, one trainer, one veterinarian and one
communications manager.
Barb Smith, the office manager, is also the owner of the
business. Last fall, when the hunting season was in full swing, the
business was faced with an unusually large demand for new
kennels and doghouses. The welders could not keep up
with requests.
Barb called a meeting and announced that everyone except the
clerical support people would be taught how to construct kennels
in two late-night training sessions. The welders were to provide
the training. All were required to attend these sessions — no
exceptions — because, as Barb put it, “The future of the business
and everyone’s job is on the line.”
During the next 60 days, more than 30 kennel orders were
filled on time. However, eight of them were returned or delivery
was declined because of construction flaws or design errors. And
the much-respected company veterinarian resigned to take a job
with a competitor.
At a company picnic in the spring, Barb gave a short speech in
which she thanked all in attendance for their loyalty during the last
year and promised to avoid a repeat of “the fiasco of last fall”
through better sales projections and production planning.
She closed by announcing that a new veterinary graduate (her
nephew) would be joining the company in June.- What pitfalls to StaffCoaching™ success did Barb
fall into?
Coaching, Mentoring and Managing2 C A S E S T U D Y