Whats wrong with the team? Whats wrong with the team? Nichole Dyers words repeated over and over.

Whats wrong with the team? Whats wrong
with the team? Nichole Dyers words repeated over and over in Henry Rankins
head as he boarded the plane from Los Angeles to Chicago. Rankin is responsible
for the technical implementation of the new customer relationship management
(CRM) software being installed for the sales offices in both cities. The
software is badly needed to improve follow-up sales for his company, Reflex
Systems. Reflex sells exercise equipment to high schools and colleges, as well
as to small to mid-sized businesses for recreation centers, through a national
force of 310

Whats wrong with the team? Whats wrong
with the team? Nichole Dyers words repeated over and over in Henry Rankins
head as he boarded the plane from Los Angeles to Chicago. Rankin is responsible
for the technical implementation of the new customer relationship management
(CRM) software being installed for the sales offices in both cities. The
software is badly needed to improve follow-up sales for his company, Reflex
Systems. Reflex sells exercise equipment to high schools and colleges, as well
as to small to mid-sized businesses for recreation centers, through a national
force of 310 salespeople. The companys low prices have won a lot of sales;
however, follow-up service is uneven, and the new CRM system promises to
resolve those problems with historical data, inquiries, reminders, and updates
going to sales reps daily. The CEO of Reflex has ordered the CRM system
installed with all possible haste. Rankin pulled a yellow pad and pen from the
side pocket of his carry-on bag and tossed them on the seat beside the window,
stashed the bag in the overhead compartment, and sat down as other passengers
filed past. In an effort to shut out his thoughts, he closed his eyes and
concentrated on the muffled voices and low whooshing soundof the air vents. He
wrote Whats wrong with the team? three times and began drawing arrows to
circles bearing the names of his team members: Barry Livingston and Max
Wojohowski in L.A., and Bob Finley, Lynne Johnston, and Sally Phillips in
Chicago. He marked through Sallys name. She had jumped ship recently, taking
her less-than-stellar but still-much-needed talents with her to another
company. It was on a previous LA-to-Chicago flight that Sally had pumped him
for feedback on her future with Reflex. She had informed him that she had
another job offer. She admitted it was for less money, but she was feeling
under pressure as a member of the team and she wanted more quality of life.
Rankin told Sally bluntly that her technical expertise, on which he placed top
importance, was slightly below her peers, so future promotion was less likely
despite her impressive people and team skills. He wrote quality of life,
circled it, and then crossed it out and wrote what the hell? Why should she
get quality of life? he mused. Ive barely seen my wife and kids since this
project started. Rankins team was under a great deal of pressure, and he had
needed Sally to stick it out. He told her so, but the plane had barely touched
down when she went directly to the office and quit, leaving the team
shorthanded and too close to deadline to add another body. Whats wrong with
the team? Rankin furiously scribbled as his thoughts raced: (1) The deadline is
ridiculously short. Dyer had scheduled a ten-week completion deadline for the
new CRM software, including installation and training for both cities. He suddenly
stopped writing and drew a rider and horse, then returned to his list. (2) I
feel like some frazzled pony-express rider running back and forth across the
country, trying to develop, build, set-up and work the kinks out of a new
system that everyone at Reflex is eager to see NOW. He was interrupted by the
flight attendant. Would you care for a drink, sir? Yes. Make it a scotch and
water. And be light on the water. Rankin took his drink and continued to
write. (3) Thank God for LA. From the outset, Barry and Max had worked
feverishly while avoiding the whining and complaining that seemed to overwhelm
members of the Chicago team. The atmosphere was different. Although the project
moved forward, meeting deadlines, there appeared to be less stress. The LA guys
focused tirelessly on work, with no families to consider, alternating intense
work with joking around. Those are my kind of people, he thought. (4) But there
is Chicago, he wrote. Earlier in the day, Sam Matheny from sales had e-mailed,
and then called, Rankin to tell him that the two remaining members of the
Chicago team appeared to be alternating between bickering and avoiding one
another. Apparently, this had been going on for some time. Whats with that?
Rankin wondered. And why did Sam know and I didnt? So that morning, before
his flight, Rankin had to make time to call and text both Finley and Johnston.
Finley admitted that he had overreacted to Johnston. Look, man. Im tired and
stressed out, Finley said. Weve been working nonstop. My wife is not happy.
Just get along until this project is completed, Rankin ordered. When will
that be? Finley asked before hanging up. Rankin thought about Nichole Dyers
persistent complaints to him that the team appeared to have a lack of passion,
and she admonished him to get your people to understand the urgency of this
project. Her complaints only added to his own stress level. He had long
considered himself the front-runner for Dyers job when she retired in two
years. But had his team ruined that opportunity? The sense of urgency could be
measured now in the level of stress and the long hours that they had all
endured. He admitted his team members were unenthusiastic, but they seemed
committed. Rankin wondered, Is it too late to turn around and restore the
level of teamwork? He tore off the sheet from the pad, crumpled it in his
hand, and stared out the window