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    Rob Parson

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    radhikamittal141992
    Rob Parson was hired by Morgan Stanley due to his strong track record of generating revenue and building client relationships over 10 years at his previous company. However, Parson lacked team player skills and created a hostile work environment by violating company norms and questioning colleagues' work. To become managing director, Parson needs to improve his teamwork, interpersonal skills, leadership, communication, and respect for others. The document proposes a leadership development plan where Parson learns collaboration through jointly sharing workloads and by participating in team-building activities at a headquarters designed to foster interaction and community among employees. With training and guidance from his supervisor, Parson can better align with Morgan Stanley's values and mission.

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    © All Rights Reserved
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    Rob Parson

    Uploaded by

    radhikamittal141992
    361 views4 pages
    Rob Parson was hired by Morgan Stanley due to his strong track record of generating revenue and building client relationships over 10 years at his previous company. However, Parson lacked team player skills and created a hostile work environment by violating company norms and questioning colleagues' work. To become managing director, Parson needs to improve his teamwork, interpersonal skills, leadership, communication, and respect for others. The document proposes a leadership development plan where Parson learns collaboration through jointly sharing workloads and by participating in team-building activities at a headquarters designed to foster interaction and community among employees. With training and guidance from his supervisor, Parson can better align with Morgan Stanley's values and mission.

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    Rob Parson

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    Rob Parson was hired by Morgan Stanley due to his strong track record of generating revenue and building client relationships over 10 years at his previous company. However, Parson lacked team player skills and created a hostile work environment by violating company norms and questioning colleagues' work. To become managing director, Parson needs to improve his teamwork, interpersonal skills, leadership, communication, and respect for others. The document proposes a leadership development plan where Parson learns collaboration through jointly sharing workloads and by participating in team-building activities at a headquarters designed to foster interaction and community among employees. With training and guidance from his supervisor, Parson can better align with Morgan Stanley's values and mission.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    361 views4 pages

    Rob Parson

    Uploaded by

    radhikamittal141992
    Rob Parson was hired by Morgan Stanley due to his strong track record of generating revenue and building client relationships over 10 years at his previous company. However, Parson lacked team player skills and created a hostile work environment by violating company norms and questioning colleagues' work. To become managing director, Parson needs to improve his teamwork, interpersonal skills, leadership, communication, and respect for others. The document proposes a leadership development plan where Parson learns collaboration through jointly sharing workloads and by participating in team-building activities at a headquarters designed to foster interaction and community among employees. With training and guidance from his supervisor, Parson can better align with Morgan Stanley's values and mission.

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    MITTAL Radhika ( STUDENT ID- 42696 )

    VALCOUR Monique
    22 Feb 2015

    Rob Parson at Morgan Stanley


    Rob Parson was hired by Paul Nasr ,a senior managing director in Capital Market
    Services at Morgan Stanley ,as a principal young banker with proven track record .Parsons
    performance supported few qualities listed in mission statement for Morgan Stanleys
    organisational change initiative . The one -firm mission statement of Morgan Stanley aims
    to be the worlds best investment bank and the firm of choice for its clients,people and
    shareholders by providing exceptional service,innovation in products ,teamwork,respect and
    integrity in the company .
    Parson was a strong revenue producer and had generated a great deal of business for
    the firm.Throughout his ten years of experience in his previous company he had built strong
    relationships with the important players in the banking and insurance industries .Rob Parson
    used to work within the timeframe imposed by the clients,thus fulfilling their demands and
    maintaining a good client relationship.His clients loved him and preferred a outing with him
    every time they come to New York. Rob also had the unique quality of cross-selling,he
    used to make the business that otherwise would not have happened. He used to go to clients
    situation where there is no business and create something ,talk to the client.figure out a need
    and create a deal,that client even did not realise is needed. He was innovative in bringing
    business to the firm and that made a huge difference to Nasr.Prior to Parson ,Morgan Stanley
    had been ranked number tenth with a market share of 2% but Parsons achievement of
    attracting first time business with more than ten clients ,secured major deals and brought

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    great revenues to Morgan Stanley. After Parson ,the company ranked number third with a
    market share of 12.2 %. He increased the market share by 10.2 % and can be quoted as
    star producer in a nut shell. But for Morgan Stanley business is more than just revenues.
    Every time Rob fulfilled clients demand efficiently ,he had broken every rule in the
    Morgan Stanley to get there. He lacked team player skills and created a hostile environment
    around him.People in the company were not happy about his questioning attitude towards
    their work. He mentioned he needs to acquire some patience and be less aggressive
    internally during his self evaluations.He violated many norms and hampered organisations
    culture in many ways.
    Rob Parson should work on his habits a bit more to align himself effectively with the
    companys mission statement . The areas that should be most focused to promote him as
    managing direction in a company that evaluates employees in 360 degree are Team Player
    skills - organisation and follow up ,Interpersonal skills,Management skills- Judgement and
    Decision Making ,Presentation skills,Leadership qualities ,Communication and Respect
    towards colleagues.
    My leadership development plan suggests,to be a team player Rob should work on
    planning,organisation of his coverage effort and consistent follow up. According to Eight Ways
    to Build Collaborative Teams by Lynda GrattonTamara J. Erickson, team members share
    knowledge freely, learn from one another, shift workloads flexibly to break up unexpected
    bottlenecks, help one another complete jobs and meet deadlines, and share resourcesin
    other words, collaborate. Using this approach can also improve Robs interpersonal and
    communication skills.He can be easy to work for or work with ,jointly sharing the work load
    can develop the ability to team work .

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    Creating signature practicespractices that were memorable, difficult for others to


    replicate, and particularly well suited to Morgan Stanleys own business environment can
    significantly help in building and maintaining social relationships throughout the
    organisation.
    For example, when Royal Bank of Scotlands CEO, Fred Goodwin, invested 350
    million to open a new headquarters building outside Edinburgh in 2005, one of his goals was
    to foster productive collaboration among employees. Built around an indoor atrium, the new
    structure allows more than 3,000 people from the firm to rub shoulders daily.
    The headquarters is designed to improve communication, increase the exchange of
    ideas, and create a sense of community among employees. Many of the offices have an open
    layout and look over the atriuma vast transparent space. The campus is set up like a small
    town, with retail shops, restaurants, jogging tracks and cycling trails, spaces for picnics and
    barbecueseven a leisure club complete with swimming pool, gym, dance studios, tennis
    courts, and football pitches. The idea is that with a private Main Street running through the
    headquarters, employees will remain on the campus throughout the dayand be out of their
    offices mingling with colleagues for at least a portion of it.These kind of practices will not
    only improve Rob Parsons team player skills but will maintain good relation in whole
    organisation and improve respect,communication and integrity among employees including
    Rob Parson . Management and Presentation skills can be improved by providing special
    training and practice sessions to Rob on routine basis or organising working lectures that
    conveys the importance of being presentable,attentive and active during meetings.According
    to Hotter Heads Prevail by Andrew OConnell strong emotions, rather than being harmful in
    decision making, are beneficial to it because they boost attention and memory.Thus,Robs
    decision making is no harm to company but few tips on social behaviour under Nasr Paul

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    expertise can be given to improve the tone and content of language,as few of his colleagues
    mentioned that they were shocked by his temper and language when he was in bad moods.
    Overall,a good guidance and a training session under Nasr Paul can help Rob Parson to
    be the Managing Director at Morgan Stanley,fulling the mission statement.

    Citation:
    1. Waldroop, James, and Timothy Butler. "Managing away Bad Habits." Harvard
    Business Review 78, no. 5 (SeptemberOctober 2000). (Anthologized as a chapter in
    "Harvard Business Review on Finding and Keeping the Best People" and in "Harvard
    Business Review on Developing Leaders.)
    2. Burton, M. Diane, and Thomas J. DeLong. "Rob Parson at Morgan Stanley (A)
    through (D) and The Firmwide 360-degree Performance Evaluation Process at Morgan
    Stanley TN. " Harvard Business School Teaching Note 400-101, June 2000.
    3. Eight Ways to Build Collaborative Teams
    Lynda GrattonTamara J. Erickson
    FROM THE NOVEMBER 2007 ISSUE
    4.Hotter Heads Prevail
    Andrew O'Connell
    FROM THE DECEMBER 2007 ISSUE

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