How was Wendy Peterson taken charge of the Plano branch office? * Took charge under pressure to fuel growth * Junior manager of account service clients * No experience with sales organization * Excellent at bringing business through client * Inherited team of 11 sales persons and 3 sales assistants * Decent mix of experience and enthusiasm in sales team * Stable revenue through established clients * Inherited underperforming division

What is your evaluation of Wu's performance? * Wu’s performance is ambiguous since although he landed one large client and generated revenues of 400,000 he generated further revenues though add-ons that the client perhaps didn’t need * Wu’s work ethic was questionable, there are numerous instances to support this: He was always at a meeting with a client, he was rarely at his desk, never updated the sales pipeline tool which he knew very well and never took sales calls publicly * He also printed his business card in mandarin * While one may argue Peterson was a little too involved in her employees work, Wu derelict his administrative duties entirely * In his first moths he exposed himself as a dedicated student. He arrived early and stayed late nearly every day. He showed curiosity and attention to detail. He, also, enjoyed being expert for a change. * After his first month he started his real sales efforts. Then he spent only early mornings in the office. He was not updating Peterson for his daily progress with clients; * his attendance at the weekly pipeline meeting was inconsistent, as well. * Wu enjoyed passing knowledge along to his colleagues and Peterson was pleased wit his office conduct. * Wu was disconnected with the rest of us on a personal level.

If you were Peterson, how would you respond to Wu's request for an assistant? What factors would you