1. What is your assessment of Brodsky’s performance? Does Brodsky fit this job? Please be specific.
2. What are the underlying causes of Brodsky’s performance problems?
3. What actions should Keller take upon returning to Kiev? Be specific. Suggest not only an action plan, but also how you plan to implement your recommendation. Acknowledge the trade-offs of various choices:
a. If, for example, he takes the option of “fire/force him out by denying raise”, what are the risks for Keller and the organization? How should he inform Brodsky? How would he fill the commercial director’s position? How will he tell Haussler? How will he react?
b. If he takes the choice of “reorganize around him; appoint Zelenko”, is re-organizing dealing with the real issues or just burying the problem? Why?
c. If he chooses to coach and counsel to help him improve, how exactly will he proceed? Are there risks in this alternative, and if so, how should they be handled? How will you deal with Brodsky’s upcoming evaluation? How do you coach someone whose style is different than yours? Someone older than you? How might Keller have handled Zelenko if the 87K debt was his?
4. How effective has Keller been as a coach to Brodsky? Why? Could you have done better? Why? How?
5. How would you evaluate Keller’s performance as general manager?
6. What are the implications for Keller’s development as a leader?
Part B
7. What does Keller find on returning to Kiev following his assignment in Brazil? Why has Antonov turned on Keller?
8. Why did Brodsky change during Keller’s absence? What should Keller do now?
9. Does Keller have a future with Konigsbrau?What does he need to learn? What can he do to ensure he learns it?
10. What else does Keller have to do to fulfill his objectives? Will he be able to do it? What help or guidance does he need from others, including Haussler, von Hess, and the management group in Kiev? How would you “tame” Keller without damaging his instincts and zeal? What kind of interventions should Keller seek specifically?
