Xerox Case

John Clendenin:

Clendenin had to move from head of Xerox’s MDC to a staff support position on Hewitt’s staff.

(But the intention of this wasn’t communicated well.)

He’s proud of the accomplishments he and his staff made in DC

Strengths:

 genuine, has good knowledge of people’s psychology, empathetic

 change maker

 sociable (activities)

 certificate of appreciation (recognize others’ strengths)

 trustworthy

 good mediator

 able to make his ppl have fun with what they’re doing

 treat people equally

 tactful (make ppl have overlapping responsibilities, double task-takers)

 strategic networking skill

 Ambitious. sociable, concern others, formal attire

 What he learned from Marine Corp can be translated into Xerox

 Insightful, MSDC could achieve goals

 good hiring decisions

 good MDC leader, built cohesiveness (Golf, motto), sense of shared goal, realizing that

workplace satisfaction correlates with productivity

 He doesn’t want to take credit, level 5 leaders, humble, value the shared sense of

achievement

 Step forward to take extra responsibility

 tight on budget, no money to hire waiter, serve the food on the tables, no sense of superiority,

resourceful, pull it off

 Tactful, manipulative not in a obnoxious way.



Concepts:

Self-awareness:

Self-driven:

Weaknesses:

 Not forceful enough, (dragon stamp, not strong) so while being nice and friendly makes

him look less imposing it also make him look less authoritative

 Not clear: demotivating for the job who’s not picked, create competition

 John developed his team by overlapping job responsibilities of his direct staff. He did it

purposely so we could not accomplish the job without others. It bxstrated us because

boundaries