POLS 5230 Assignment 4

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Clayton State University *

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Political Science

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Feb 20, 2024

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1 Elizabeth Teasley January 20, 2024 POLS 5230 Public Management & Leadership 4.1 Video Case: “Managing Up” Instructor: Dr. Levy Brian Lillie manages all the sales, plans, and programs at Global Sales and Operations. He manages the matrix with the company within communication and training. Brian was put into a challenging situation given a project that normally would take up to 12 months, he needed to have it done within 4 months, and an added executive sponsor made the project more difficult, and trying to figure out if resigning was the best because of all the pressure this project came with, instead of resigning he decided to use managing up to come to a mutual agreement with the executive sponsor to get the project done. Brian came up with an agenda that he felt needed to be spoken on in the meeting but didn’t want to give the executive sponsor the heads up because he didn’t want her to not attend the meeting or go into the meeting confrontational. During the meeting, they were able to come up with a mutual respect for the job responsibilities for the project and compromise on how future meetings would be conducted within the team. 1. How do the personal qualities of the executive sponsor affect the project and Brian? The personal qualities of the executive sponsor would affect the project and Brian, due to being a confrontational person would devalue the people who collaborate with

2 her and around her, making people not feel valued because her opinion is the only one that matters. 2. How should Brian handle this situation? What are his options and what are the advantages and disadvantages of each? Be specific in terms of how exactly he might handle the situation. Brian should manage this situation with the tough program project that has an enormous impact on the company by conducting a meeting to discuss how to work together with the team to get the project done without anyone feeling like they are not valued during the process. Some of the disadvantages were having to deal with difficult management and the time pressure of completing the project. The advantage was he had the experience and the plan to be able to get the project done and it started with having a meeting with the executive sponsor. 3. What do you think about what Brian did and how he did it (i.e., not using e-mail)? Not sending the email on the agenda allowed him to have a meeting with the executive sponsor without already having a negative reaction and wanting to have a successful outcome of the meeting. 4. What do you think will be the reaction on the part of this higher-level, executive sponsor?

3 I think the reaction of the higher-level, executive sponsor would be open to hearing what needs to be said but still make the point of what she’s here for and that is to get the job done. 5. How was Brian effective at “managing up?” Brian was effective at “managing up he chose to set up a meeting with the executive sponsor and come to a mutual agreement on how they could work together and build a collaborative work relationship to able to work together and help the team get the project done by agreeing on how they would work together and compromising the details of each other responsibilities and position within the project. 6. If you had been Brian, what, if anything, might you have done differently to avoid a defensive response from the executive sponsor? I would have done differently when addressing the behaviors of the executive sponsor by using the political savvy approach, defined by Gerald Ferris and his colleagues political savvy is having the ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance one’s personal/or organizational objectives.

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