Leading Change at First St. Louis Bank
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Chapter 2 Case
Read "Leading Change at First St. Louis Bank (A)" and prepare a written response to the following questions:
1. What is your evaluation of the first two years of Lester's leadership at First St. Louis Bank?
Based on theories presented in the chapter, do you believe the change interventions he has made so far set the stage for future success?
2. What are the trigger events that have set off the requirement for change? To what extent will the bank's response require a change in behaviors on the part of bank employees?
3. What steps would you suggest Lester take now? Be as specific as possible, paying particular attention to how he might deal with the phenomenon of resistance.
The case is on page 40-43
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Solution Summary
Evaluation of first two years and is the stage set for success:
As related in the case scenario, Lester's predecessor was an intimidating, dictatorial ruler who never got his hands dirty. In other words, his predecessor barked orders and managed from behind the desk whereas Lester has a people-oriented management style and is more of a leader than
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I have attached the word doc of this as well.
Evaluation of first two years and is the stage set for success:
As related in the case scenario, Lester's predecessor was an intimidating, dictatorial ruler who never got his hands dirty. In other words, his predecessor barked orders and managed from behind the desk whereas Lester has a people-oriented management style and is more of a leader than a dictator and is on the floor with his staff managing by walking around. Lester pushed a lot of change within the first 18 months of his reign; however, because he was in the trench with the staff and management, had the long term plan in mind instead of quick fixes, and was clear on his intent to change management, his encouragement for his employees to take risks and try new approaches paid off (as seen in the first two years of personnel costs and percent increase in income).
Another approach Lester took was in regards to the pay for performance plan. The group had gotten into a "group think" mode from all the years under the old management. He wanted to change the way employees were rewarded and basically move out the underachievers who were used to the ...
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