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Supplements the Sara Campbell Ltd. (A) and (B) cases by revealing the aftermath of issues presented in the (B) case. The students are given context to discuss how this situation could have been prevented.

A growing NGO based in Kibera, Nairobi, Kenya, is facing a complete change in leadership as the founders step back. At the same time, a $1 million grant presents new opportunities and challenges.

Corin Fiske, the recently hired Director of News and Public Affairs at WEAA a public radio station licensed and owned by Morgan State University (MSU) in Baltimore, Maryland was facing some urgent issues and had concerns about the level of support and motivation among her staff for her and for the station's goals. For many years educators at the University had run the station as an educational resource for students and as a community service for the city. Over the past five years, the station had suffered from turnover in key positions (e.g., four General Managers in four years, Membership Director position open for over a year). The station had not had a fund raising drive in at least two years and had an operating loss of about $200,000 per year in recent years. A somewhat laissez-faire approach to management had been used at the station. Fiske had been recruited to help the station grow and achieve its potential. She was an experienced TV reporter and radio show host. She had an entrepreneurial spirit and viewed herself as a change agent. She had inherited a large staff of 30 direct reports, 29 were volunteers, one was paid, many had been at the station a long time (two to ten years). Most of the volunteers had no journalism or broadcast experience, other than their work at the station. The quality of the station's news and talk show programming had suffered from lack of knowledge of public radio broadcast standards and from lack of commitment by some hosts. Since Fiske began working at the station, she had experienced some challenges: staff being late, non-responsive, resistant to change, and argumentative/combative, plus a resignation. What could she do to ensure her success and the success of the organization? She urgently needed to strategize with her boss and develop a plan of action.

Evaluating a company's performance often entails wading through a thicket of numbers produced by a few simple metrics, writes the author, and senior executives leave measurement to those whose specialty is spreadsheets. To take ownership of performance assessment, those executives should find qualitative, forward-looking measures that will help them avoid five common traps: Measuring against yourself. Find data from outside the company, and reward relative, rather than absolute, performance. Enterprise Rent-A-Car uses a service quality index to measure customers' repeat purchase intentions. Looking backward. Use measures that lead rather than lag the profits in your business. Humana, a health insurer, found that the sickest 10% of its patients account for 80% of its costs; now it offers customers incentives for early screening. Putting your faith in numbers. The soft drinks company Britvic evaluates its executive coaching program not by trying to assign it an ROI number but by tracking participants' careers for a year. Gaming your metrics. The law firm Clifford Chance replaced its single, easy-to-game metric of billable hours with seven criteria on which to base bonuses. Sticking to your numbers too long. Be precise about what you want to assess and explicit about what metrics are assessing it. Such clarity would have helped investors interpret the AA ratings involved in the financial meltdown. Really good assessment will combine finance managers' relative independence with line managers' expertise.

People in professional services believe a 24/7 work ethic is essential for getting ahead - and so they work 60-plus hours a week and stay tethered to their BlackBerrys. This perpetuates a vicious cycle: Responsiveness breeds the need for more responsiveness. When people are always "on," responsiveness becomes ingrained in the way they work, expected by clients and partners, and even institutionalized in performance metrics. There is no impetus to question whether the work actually requires 24/7 responsiveness; on the contrary, people work harder and longer, without stopping to explore how they could work better. But four years of research conducted by the authors in several North American offices of the Boston Consulting Group suggests that consultants and other professionals can provide the highest standards of service and still have planned, uninterrupted time off. They can do this even in times of recession. In this article, Perlow and Porter outline the lessons from BCG's implementation of predictable time off - namely, impose a strict mechanism for taking days and nights off, encourage lots of talk about what's working and what isn't, promote experimentation with different ways of working, and insist on top-level support.

An international assignment can be among the most exciting and challenging transitions that an aspiring leader can undertake. With the right planning and attitudes, taking on that kind of leadership role can stretch capabilities, challenge assumptions, and steer both people and profits in a positive direction. But an expat assignment can also be a harrowing journey. Indeed, if they've never made an international move before, emerging leaders can fall into common traps that can severely stress their family bonds, negatively affect their performance at work, damage their businesses, and even lead to outright career derailment. In this article, Clouse, the managing director of Kraft Foods Brazil, and Watkins, the author of The First 90 Days: Critical Success Strategies for New Leaders at All Levels, offer three best practices for handling the personal-change challenges that go along with an overseas assignment. Settling the family in, adapting your communication style, and ensuring that you understand the new regulatory environment you're operating in are all critical for a successful transition, they advise.

Executives overestimate the relevance of individuals to collective behavior. Agent-level changes won't help you meet system-level goals - and they're likely to yield unintended consequences.

Big companies used to take a big reputational hit over layoffs. That's no longer the case, according to a recent study.

Tempstaff's founder, a pioneering Japanese entrepreneur, wondered whether she would go to jail for launching her business.

In the 2006 election cycle, Dan Silver was challenging a popular 26-year incumbent for the U.S. congressional seat in Florida's 19th Congressional District. To win the election, Silver needed to find a way to relate to his voters on a personal level. Silver's campaign manager advised him to work with consulting firm KNP Communications. Over the course of a few sessions, Silver worked with the KNP team to learn techniques that would help him project warmth and authenticity. On election night, Silver wondered if KNP's training had allowed him to successfully connect with his voters, and more importantly, if this personal connection mattered more to voters than his competence and skills. Some information in this case has been disguised.

Eden McCallum pioneered the network-based ("virtual") consulting firm model in the UK. Contracting freelance consultants on a per-project basis keeps overheads lean so that Eden McCallum's fees are a fraction of the big firms' rates. Their flexible, low-cost model has attracted top-notch corporate clients, resulting in steady double-digit annual growth in its first nine years. In January 2009, however, the global economic crisis has dramatically reshaped the competitive landscape and the founders must decide between pursuing their high-growth strategy versus retrenching - including cutting costs and pulling out of their first international expansion that they had launched the prior year. This case explores how the elements of a firm's innovative model reinforce each other and what happens when the environment changes.

A group of four friends, all married men and in their late 20s, meet for coffee in a major city. One of the men has received a job application from a young woman he considers to be a stellar candidate for his job opening. The discussion turns into a debate about the feasibility of hiring young women for professional and managerial positions, given that they become pregnant and go on maternity leave.

This case series explores the leadership story of director Mark O'Neill as he oversees a major innovation initiative at Kelvingrove, Scotland's most visited museum. The A case describes his background, philosophy, and the actions he takes over a period of more than a decade to win the support of both staff and funders for the innovation. The B case examines the reaction of the public and art critics. O'Neill arrives at Kelvingrove to find an institution in turmoil after a series of dramatic changes that have alienated visitors and funders alike. Utilizing an innovative style of management that he describes as "maze behavior," he succeeds in moving the traditionally discipline-bound, curator-dominated museum into a cross-disciplinary, visitor-oriented experience. He does this by engaging the curators in creating exhibits based on stories rather than professional classification schemes such as paintings, geology, etc., using an approach that includes a deep understanding of his audience and the imaginative use of forms. He also gains the community's political and funding support to accomplish his goals.

This case series explores the leadership story of director Mark O'Neill as he oversees a major innovation initiative at Kelvingrove, Scotland's most visited museum. The A case describes his background, philosophy, and the actions he takes over a period of more than a decade to win the support of both staff and funders for the innovation. The B case examines the reaction of the public and art critics. O'Neill arrives at Kelvingrove to find an institution in turmoil after a series of dramatic changes that have alienated visitors and funders alike. Utilizing an innovative style of management that he describes as "maze behavior," he succeeds in moving the traditionally discipline-bound, curator-dominated museum into a cross-disciplinary, visitor-oriented experience. He does this by engaging the curators in creating exhibits based on stories rather than professional classification schemes such as paintings, geology, etc., using an approach that includes a deep understanding of his audience and the imaginative use of forms. He also gains the community's political and funding support to accomplish his goals.

In September 2007, the Group President of CapitaLand has to select a new CEO for a key subsidiary. The case presents the profiles of three candidates-two internal and one external-and ends with the senior management team debating the candidates' merits.

The case is designed to encourage readers to select among three highly qualified candidates for an important managerial position. In doing so, readers are required to establish the set of criteria that they believe should be taken into account when making an important hiring decision for the bank. Through the process of considering and prioritizing potential criteria with respect to the three potential candidates, readers are led to evaluate and reflect upon the vision, mission and core ethical values of the bank.

The "Strategic Conversations at Suncorp Commercial Insurance" case series examines the actions taken by the senior executives of the Australian-based Suncorp Commercial Insurance, working with strategy consultant 2nd Road, to build an aligned and committed workforce following a difficult merger with a rival insurer, Promina Group. The A case outlines both the process used, which features the widely participative "strategic conversation" developed by 2nd Road, as well as the outcomes achieved. The A case introduces the context of the merger, the integration challenges by CI's senior leader, Mark Milliner, and the emergence of the "thriving city" metaphor that becomes the basis of the approach. The B case examines the cascade process designed to roll the metaphor out to all employees. The C case shares the results of pre- and post-tests done to ascertain the extent to which participation in the process increased the understanding and commitment to the new strategy for those involved.

In 2006, Western Union spun-off from its former parent, First Data Corporation and began the process of defining itself as a standalone organization. Part of that effort was the creation of a strategic corporate social responsibility program called Our World, Our Family. The case tracks Western Union's earlier CSR initiatives and how they resulted in the creation Our World, Our Family. Key elements of the case focus on understanding the Western Union business model focused on financial remittances, and how their corporate citizenship efforts bring value to the company by satisfying the diverse needs of Western Union's stakeholders.

This note, which describes the architecture and processes that characterize effective teams, begins by detailing the steps involved in designing a team, from diagnosing the complexity, interdependence, and objectives of the task to harnessing the key resources teams need from their environment. It describes the qualities to search for when selecting team members, including finding the right number of people, individual skills along both technical and interpersonal dimensions, and a mix of skills appropriate for the task. Once the team is designed, team leaders and members need to shape and monitor team processes, starting with the team launch. Describes how to diagnose emergent team processes such as information exchange, collaboration, decision making, impression formation, and underlying identity dynamics. Includes steps managers can take to improve dysfunctional team processes such as restructuring and shaping the social forces within the team. Ends with a discussion of bridging differences in teams across both geographic and cultural divides.

According to Bain & Company's chairman, persistent questioning produces the best solutions, and it's the best way to build trust and rapport.