This case focuses on DTE Energy's transformation into a high-performing positive organization. When the case opens in 2010, DTE Energy has not only survived the 2008 recession but has had one of its most successful financial years in the company's history. CEO GerryAnderson had asked people to contribute ideas to save the company and avoid layoffs, and they had willingly done so. But now that the crisis is over, he wonders: can that energy be sustained? What can he, as a leader, do to maintain the momentum? The case traces the birth of DTE's new vision and execution of it, particularly with regard to HR practices, authentic communications, and metrics. The case covers 2010-2015 and includes exhibits of the tools the organization used. This is Case B of a three-case series which can be taught sequentially or as stand-alone cases. The cases describe the organizational transformation of energy utility company DTE Energy into a positive organization, focusing first on the personal transformation of DTE's CEO, Gerry Anderson (Case A); then on the transformation of the company (Case B) and finally on DTE Energy's advancement to the "next level" - positive social issues to improve the wider community and societal context in which the company operates (Case C).

This case describes DTE Energy CEO Gerry Anderson's transformation from a hard-nosed, "old school" leader to an authentic, purpose-driven leader implementing positive change. Students follow along as Anderson begins re-thinking his approach to leadership from a cost-focus to a more holistic view that employees are not "simply factors of production" and that management by edict was not sustainable. But just as Anderson is slowly earning employees' trust, the recession of 2008 hits and DTE faces a potential loss of $175 million. Anderson is confronted with the biggest challenge of his career: should he lay off a large portion of the workforce to save the company? Such a move would undermine all he had been working toward in his new leadership style and would destroy the trust he had been trying to build in the company, but his management team sees no alternative. What should Anderson do? This is Case A of a three-case series which can be taught sequentially or as stand-alone cases. The cases describe the organizational transformation of energy utility company DTE Energy into a positive organization, focusing first on the personal transformation of DTE's CEO, Gerry Anderson (Case A); then on the transformation of the company (Case B) and finally on DTE Energy's advancement to the "next level" - positive social issues to improve the wider community and societal context in which the company operates (Case C).

This case depicts how DTE Energy expanded its internal momentum as a positive organization to encompass improving the broader community as well. The case opens at the end of 2015, with DTE's stock price having tripled since 2008 and the company having won Gallup's Great Work Place awards. DTE Energy CEO Gerry Anderson has articulated the vision of DTE as being a "force for growth and prosperity in the communities where we live and serve," but he wonders how he can operationalize such an expansive, intangible vision, particularly given its external focus. The case describes DTE's work with the Center for Positive Organizations at the University of Michigan's Ross School of Business, detailing the characteristics of positive leadership, applying authentic leadership, connecting to purpose and calling, and DTE's Positive Organization Framework. Students will be challenged to think of additional ways that for-profit organizations could become transformational forces for positive social good. This is Case C of a three-case series which can be taught sequentially or as stand-alone cases. The cases describe the organizational transformation of energy utility company DTE Energy into a positive organization, focusing first on the personal transformation of DTE's CEO, Gerry Anderson (Case A); then on the transformation of the company (Case B) and finally on DTE Energy's advancement to the "next level" - positive social issues to improve the wider community and societal context in which the company operates (Case C).

Setting a strategic direction for a business school, initiating a culture change, and overcoming a massive financial deficit were challenges faced by the incoming dean of the Ross School of Business at the University of Michigan, Alison Davis-Blake. Of the four strategic pillars adopted-analytical rigor, action learning, boundarylessness, and a focus on the positive-the positive pillar was both the most controversial and the most differentiating. After experiencing dramatic success over a five-year period, Davis-Blake stepped down and a new dean was appointed, Scott DeRue. He had to determine whether to keep the positive pillar or abandon it.

Most feedback accentuates the negative. During formal employee evaluations, discussions invariably focus on "opportunities for improvement," even if the overall evaluation is laudatory. No wonder most executives--and their direct reports--dread them. Traditional, corrective feedback has its place, of course; every organization must filter out failing employees and ensure that everyone performs at an expected level of competence. But too much emphasis on problem areas prevents companies from reaping the best from their people. After all, it's a rare baseball player who is equally good at every position. Why should a natural third baseman labor to develop his skills as a right fielder? This article presents a tool to help you understand and leverage your strengths. Called the Reflected Best Self (RBS) exercise, it offers a unique feedback experience that counterbalances negative input. It allows you to tap into talents you may or may not be aware of and, so, increase your career potential. To begin the RBS exercise, you first need to solicit comments from family, friends, colleagues, and teachers, asking them to give specific examples of times in which those strengths were particularly beneficial. Next, you need to search for common themes in the feedback, organizing them in a table to develop a clear picture of your strong suits. Third, you must write a self-portrait--a description of yourself that summarizes and distills the accumulated information. And, finally, you need to redesign your personal job description to build on what you're good at. The RBS exercise helps you discover who you are at the top of your game. Once you're aware of your best self, you can shape the positions you choose to play--both now and in the next phase of your career.