What advice would you give 

Lim regarding the next steps for his company? Why?

Limit is undecided about which course of action to take. There are the three options:

1) In the same industry, diversify into high-frequency offerings.

2) Geographically expand into other parts of the United States
3) Expand into a completely different part of Asia.

We will use the pros-cons process for each option to compare the three options and
determine the company's next move.

Alternative 1:

Advantages:

1) The company can become more cost-effective when on-demand systems are
implemented, with consumers requesting services only when they are needed.
2) Market awareness for the current city was already present, and the company had
established a reputation in the city, so diversifying services within the same city was
easy.
3) Trial runs for the same were also performed, with good findings.

Disadvantages:

1) There were already known competitors in the home-cleaning industry, such as

Handy's and Hello Alfred
2) There were already known competitors in the home-cleaning industry, such as
Handy's and Hello Alfred. 

Alternative 2:

Pros

1) There was a significant student community in other areas of the United States that
could benefit from these programmes. In this option, QuikForce's target market
potential was very strong.

Cons:

1) There were existing start-ups in other geographies for whom the local market was
significant.
2) QuikForce's brand identity was insufficient to deal with the emerging players.
3) The money required to penetrate a new geography in terms of infrastructure and
other facets of the industry will be very significant.

Alternative 3:

Pros:
1) In terms of the market that QuikForce was going into, the Asia Pacific region had a
fantastic opportunity.
2) The owner Lim and another team member had family origins in these Asian countries
and understood the language and workings of those countries, which would help them
develop networks for doing business in these countries.

Cons:

1) The brand is still not big enough to swoop market share merely by entering the
market.
2) The team lacks vision, and the organisation lacked consistent HR policies; the lack of
these meant that expanding in these countries would be exceedingly difficult.
3) Expansion in a foreign continent will necessitate massive capital requirements, like
the last option.

Alternative 1 seems to be the right fit in terms of moving forward, based on the research
provided. When opposed to the other two options, the advantages overshadow the
disadvantages in terms of a business situation.

How well is Lim leading his start-up team? Analyse his leadership style in detail.

Although the evidence is not conclusive, we can deduct from the exhibits that Lim used a
Democratic Leadership Style. We can see from the situation that he would suggest an idea
during brainstorming sessions and would get constructive feedback from his team. He had
led his teams to basketball glory before, so he understood the importance of forming a good
team in a democratic manner. His leadership received an average score of 6.9 from the
exhibits, which is almost a 7, and he is rightfully striving to make it a perfect 10. At this
point, Lim should consider that he was regarded as someone who lacked strong leadership
guidance.

The firm was in its infancy, and there is a lot that goes on in the early years of a start-up. As
a result, Lim's leadership is not completely in doubt here. He currently has no strategic
positions filled in his company, including no CTO, CMO, or COO. He has taken on the
responsibility of making decisions, and in a year, he has turned the cash flow positive while
still finding support. As a result, it must be remembered that he already has much too much
on his plate; this is the first thing he must recognise.

How would you evaluate Lim as a leader? How should he further develop himself?

Lim, regardless of what he wants to believe, can be characterised as a pacesetter as a king.

He has many good qualities as a leader, such as being hardworking, setting an example,
being enthusiastic about the organisation, being a team player, having impeccable
credentials, thinking about the team, and attempting to involve others in conversations, but
he still has many flaws.

Lim has several features that are in the blind spot, according to Johari Window. Many of his
team members are feeling the strain of Lim's high expectations, which is demotivating them.
Lim is completely unaware of this and believes that his motives were different. We may also
deduce that Lim lacks self-esteem, which has reduced his social awareness and, as a result,
his leadership effectiveness. Lim is completely oblivious that he interrupts people in the
middle of their sentences, demonstrating his poor listening skills. This is ironic because Lim's
main goal was to listen to each team member's thoughts and allow them the chance to
present their ideas. Furthermore, Lim desired a joint decision-making process and
proceeded in that direction, but he is known for abruptly altering the job depending on new
facts read in posts. Lim is now heading the team in a manner that is not focused on
consensus, but rather on how Lim needs to lead. There is a great deal of misunderstanding
and mistrust. The team believes Lim lacks a strong sense of direction and what he needs,
that he is overly enthusiastic, and that he is not a good listener. All of this can be traced
back to Lim's lack of mindfulness. Since he is easily overwhelmed, he cannot demonstrate
mindful listening or speech. His social knowledge is still poor, as he has no idea what his co-
workers think of him and was taken aback by the responses he got.

Lim has poor emotional intelligence because he is unaware of his team's emotions, his office
atmosphere, and his own shortcomings.

He can consider the following point to develop himself:

1) Lim should aim to increase employee morale and increase company performance. he
can also make sure that each assignment assigned to them is important for them to
work effectively.
2) Team must feel they are free to take chances and do new ideas without fear of being
punished to avoid suffocating imagination. A team member, no matter how good a
performer they are, is still human and can make mistakes. Lim can tell whether a
mistake was made due to incompetence. He can also take the necessary steps to
improve service to prevent the error from happening again.
3) Telling frustrated employees not to do their jobs and watching their every move is an
easy way to get rid of them. Employees are less likely to support business objectives
if they believe their self-worth and value are being questioned. Micromanaging, on
the other hand, destroys competitiveness and imagination without providing
direction and encouragement. Lim needs to understand that workers need
autonomy and space to excel. He can tell his team what he wants them to do as a
result but let them know how to get there.

What kind of a leader is Andrew Thornton? What motivates or frustrates him?

Andrew Thornton is an Authentic Leader. His setbacks, especially his deteriorating
companies and lack of enthusiasm as a consultant, helped him grow. Heart in Business was
established because of these lessons. His conviction that "a 'heart-centred' mentality is the
best way to run a company" adds to his authenticity as a leader. He believes in assisting
individuals and corporations to benefit society. He is dedicated to his work and has held the
same beliefs since he was a child. This demonstrates that he is a true leader who uses his
personal experience to benefit others.

Mr. Thornton is guided by the need to assist businesses in developing "heartfelt leadership."
He believes that this "heartfelt leadership" will be put to good use. He loves dealing with
people who are passionate about their careers. His expectation is that the satisfaction of
these individuals will contribute to a more productive world. Furthermore, Andrew can
inspire and empower workers, resulting in a healthy working climate. Finally, as Mike so
eloquently said, Andrew is guided by the pursuit of human ability.

Mr. Thornton, on the other hand, is annoyed by politicians who do not know what they are
doing. This irritates Mr. Thornton because executives who do not know what they are doing
will not be able to run profitable businesses. He is often irritated by administrators who put
a high value on financials while overlooking human factors. He argues that many companies
struggle because of this thinking process. Andrew is often annoyed with the idea that
monetary compensation will solve cultural and profit problems. As research shows that
intent and value are higher on the list of employee wishes, he becomes irritated that
companies would tease their employees with incentives and promotions.

Why did his profits increase after he started the Heart Programme?

Because people felt valued, empowered, and unafraid to take risks after Andrew started the
Heart Program, profits increased. People felt like they were just a number at a company
before the Heart Program, with no voice. The Heart Program demonstrated to these
workers that they are valuable and that their opinions are worthy of consideration.
Employees were offered guidance and mentoring to help them discover their job
motivations. By encouraging staff to become "masters," they felt encouraged to make
choices and be more imaginative. Sealan's enhancements to the tomato displays, for
example, gave him more confidence and resulted in stunning tomato displays. As workers
became more interested, they began to take calculated risks, which aided the company's
growth. This improved overall business motivation and made employees more fulfilled with
their employment. The Heart Program helped to boost morale in the organisation by
instilling confidence. Customers were quick to see the changes in the workers. Following the
Heart Program, customers invested 54 percent more at Thornton's Budgens. This extra time
most certainly resulted in increased customer sales and thereby increased earnings. In
comparison, revenue increased from -7 percent to +5% in just two years.
Andrew was able to transform declining revenues into year-over-year gains while lowering
staff morale until he applied his heart-centred strategy. This showed that sales improved
because of the Heart Program's current emphasis on human potential. Andrew's popularity
stemmed primarily from his understanding of "warm" data and its effect on a market. "Soft"
data refers to internal organisational processes that are difficult to see, such as ideology,
competitiveness, and employee participation. Balance sheets, financial statements, and
CRM programmes are examples of "hard" data that are readily accessible. Andrew was able
to calculate “soft” data that had previously been difficult for any chief to quantify. Andrew
emphasised the "soft" data, claiming that high employee loyalty, motivated culture,
employee policing, and culture protection made his retail store highly competitive and
efficient with less resource

Is this type of leadership possible for a larger, perhaps global business? Why? Why not?

In broader organisations, authentic leadership with a "heart-centred" mentality is also

possible. Sir Richard Branson, the Virgin Group's manager, is an example of this. Branson
prioritises the well-being of his staff, who, in turn, will look after his clients. Employees
would take more pride in their jobs and deliver higher-quality results if a boss looks out for
their well-being and makes work an enjoyable and healthy place to be.

as well as products and services Although large corporations may adopt this type of
leadership, it can take longer for it to expand across the enterprise. It is easiest to introduce
genuine leadership with a "heart-centred" mentality at the top of a big corporation. It would
take much more time to apply this leadership style to an already existing organisation. Any
leader has the potential to be a true leader. There are no external obstacles to a leader
using realistic approaches to genuine leadership, such as ambition, ideals, compassion,
continuity, or connectedness. Unfortunately, in today's profit-driven economy, this
leadership style remains underutilised. People who take the time to make their employees
feel valued and respected, on the other hand, will take even more pride in their work. They
would devote more time and effort to a cause that they believed in and cared for.