Rob Parson at Morgan Stanley

Striking the Balance of superior and High- tax sneak minister of religion, a young banker with unfaltering relationships with the authorized players and a proven track testify in the financial services, made signifi substructuret gains in structure Morgan Stanleys reputation and revenues in the financial services empyrean ( pride pastor, pp. 90, 93). He has complete marketing and product association, approaches and works with clients brilliantly, and pursues the business aggressively and successfully ( pinch curate, pp. 95, 96, 97).However, from the 360-degree paygrade, his soft skills do non appear to be as strong as his technical superstars. He need to improve his interpersonal skills, respectfulness and trust his colleagues, and adapt to Morgan Stanleys organizational culture (Rob diplomatic minister, pp. 87, 93). Being a high performer, should Parson be promoted to Managing Director? I destine non. start-off of all, Managing Director needs to command respect for knowledge and insight among people two(prenominal) inside and outside the firm (Rob Parson, p 102).From the evaluation, instead of being propagate to others ideas, Parson al slip modality thinks that he has the right answer (Rob Parson, p 91). Second, Managing Director needs to acquire exceedingly developed organization skills (Rob Parson, p 102). Contrary to the average score of 3. 80 for professional skills, Parson was scored at only 3. 13 for his circumspection skills (Rob Parson, p 100). Without competent management skills, Parson exit have obstruction communicating with, motivating and empowering employees.Thirdly, the ability to articulate departmental spates and strategies is an important responsibility of managing director (Rob Parson, p 102). Coming from smaller investment banks, Parson kept the same work style, which conflicted with Morgan Stanleys culture and norms(Rob Parson, p 91). He provide not lead a good fashion model to employees in demonstrating Morg an Stanleys vision and strategy. In many organizations, in that respect are high performers like Parson who works great as an individual, but does not add well in the organizations value system.Both performance and value are critical factors for the health of an organization. What are some of the ways to strike the balance between the both? First of all, put up performance by aligning organizational value with employees goals. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the offer in the main because he wanted to work with Nasr, not because that he would be a good fit with Morgan Stanleys culture (Rob Parson, p 90). in front long, conflicts will surface and a series of problems will occur.How to minimize the misalignment? The organization needs to clear communicate its mission and vision statement to its employees. Then employees should be boostd to find similarities of their goals and the statement. If a gap exists, managers can work with em ployees to identify key characteristics of the two and find a common ground. In Parsons case, because his personal vision is not adjust with Morgan Stanleys, he faced problems when works with other colleagues and got preclude by not recognizeing what he did wrong (Rob Parson, p 92).If his goals had been aligned with Morgan Stanleys, he would have had a to a greater extent effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to achieve the balance is to drive organizational value through sustained performance. Assessing employees skills, investing on training programs and fostering an environment for continuous improvement are strategies for a sustained performance. Rob Parson may not be ready to be promoted to Managing Director, but inevitably, he has great potentials.What steps should be puzzlen to make Parson a more effective leader? do something to utilize RPs energetic, entrepreneurial nature that organ Stanley needed to penetrate the sector? _ First, I recommend that Nasr provide Parson constructive feedback and coaching. Nasr was worried about the potential venture of losing him( Rob Parson, p92), but if conducted in an effective way, feedback can back up Parson understand more about himself and others, while coaching can help him reflect on discoeries from the feedback and make action plans for improvement.The existing 360-degree evaluation has provided factual basis, and Nasr can work together with Parson to explore unconscious mind asshole certain behaviors and discuss what impact these behaviors had on others. Second, align Parsons goals with Morgan Stanleys vision. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (Rob Parson, p 90), however, one does not have to be one particular type to share the same vision with the organization.I recommend that Nasr sit down with Parson, go over Parsons personal goals, and help him identify common theme with Morgan Stanleys vision. The more aligned Parsons goal is with Morgan Stanleys, the more Parsons will feel being part of the police squad. Parson brings Morgan Stanley experience and talent in an area it needs improvement, and Morgan Stanley provides Parson the platform to utilize his skills and expand career horizon. The tie-up between Parsons goals and Morgan Stanleys vision will help Parson take ownership of Morgan Stanleys vision greatly. Thirdly, I recommend forming a knowledge sharing community in Capital Market Services. Parson was consistently commended for his strong marketing knowledge and relationship management skills (Rob Parson, pp 95, 96, 97), both of which many employees lack. Other employees also have valuable experiences from different functions, which Larson was not open to listen before. Lessons learned and Lunch and Learn can both be examples of implementing the knowledge sharing.Gathering collective expertise and wisdom from employees will bring te am closer, and add value to achieve Morgan Stanleys goal of seemly the worlds best investment bank (Rob Parson, p87). The process knowledge exchange will provide Parson more opportunities to act with colleagues in a different environment, where everyones goals are aligned to enrich their knowledge base. First of all, get his buy-in of Morgan Stanleys culture. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (Rob Parson, p 90).I recommend that Nasr sit down with Parson, go over Parsons personal goals, and help him identify common theme with Morgan Stanleys vision. The more aligned Parsons goal is with Morgan Stanleys, the more Parson will feel be in the team. Second, I recommend that Nasr conduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an opportunity to append the openness and appreciation of new style and idea among the team as well. To learn and unde rstand more about each other, May be utilise as an opportunity to create synergy.Rob Parson at Morgan StanleyStriking the Balance of High-performance and High-value Rob Parson, a young banker with strong relationships with the important players and a proven track record in the financial services, made significant gains in building Morgan Stanleys reputation and revenues in the financial services sector (Rob Parson, pp. 90, 93). He has thorough marketing and product knowledge, approaches and works with clients brilliantly, and pursues the business aggressively and successfully (Rob Parson, pp. 95, 96, 97).However, from the 360-degree evaluation, his soft skills do not appear to be as strong as his technical ones. He needs to improve his interpersonal skills, respect and trust his colleagues, and adapt to Morgan Stanleys organizational culture (Rob Parson, pp. 87, 93). Being a high performer, should Parson be promoted to Managing Director? I think not. First of all, Managing Director needs to command respect for knowledge and insight among people both inside and outside the firm (Rob Parson, p 102).From the evaluation, instead of being open to others ideas, Parson always thinks that he has the right answer (Rob Parson, p 91). Second, Managing Director needs to acquire highly developed organization skills (Rob Parson, p 102). Contrary to the average score of 3. 80 for professional skills, Parson was scored at only 3. 13 for his management skills (Rob Parson, p 100). Without competent management skills, Parson will have difficulty communicating with, motivating and empowering employees.Thirdly, the ability to articulate departmental visions and strategies is an important responsibility of managing director (Rob Parson, p 102). Coming from smaller investment banks, Parson kept the same work style, which conflicted with Morgan Stanleys culture and norms(Rob Parson, p 91). He will not lead a good example to employees in demonstrating Morgan Stanleys vision and strat egy. In many organizations, there are high performers like Parson who works great as an individual, but does not fit well in the organizations value system.Both performance and value are critical factors for the health of an organization. What are some of the ways to strike the balance between the two? First of all, enhance performance by aligning organizational value with employees goals. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the offer primarily because he wanted to work with Nasr, not because that he would be a good fit with Morgan Stanleys culture (Rob Parson, p 90). Before long, conflicts will surface and a series of problems will occur.How to minimize the misalignment? The organization needs to clearly communicate its mission and vision statement to its employees. Then employees should be encouraged to find similarities of their goals and the statement. If a gap exists, managers can work with employees to identify key characteristics of th e two and find a common ground. In Parsons case, because his personal vision is not aligned with Morgan Stanleys, he faced problems when working with other colleagues and got frustrated by not understanding what he did wrong (Rob Parson, p 92).If his goals had been aligned with Morgan Stanleys, he would have had a more effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to achieve the balance is to drive organizational value through sustained performance. Assessing employees skills, investing on training programs and fostering an environment for continuous improvement are strategies for a sustained performance. Rob Parson may not be ready to be promoted to Managing Director, but inevitably, he has great potentials.What steps should be taken to make Parson a more effective leader? do something to utilize RPs energetic, entrepreneurial nature that organ Stanley needed to penetrate the sector? _ First, I recommend that Nasr pr ovide Parson constructive feedback and coaching. Nasr was worried about the potential risk of losing him( Rob Parson, p92), but if conducted in an effective way, feedback can help Parson understand more about himself and others, while coaching can help him reflect on discoveries from the feedback and make action plans for improvement.The existing 360-degree evaluation has provided factual basis, and Nasr can work together with Parson to explore unconscious mind behind certain behaviors and discuss what impact these behaviors had on others. Second, align Parsons goals with Morgan Stanleys vision. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (Rob Parson, p 90), however, one does not have to be one particular type to share the same vision with the organization.I recommend that Nasr sit down with Parson, go over Parsons personal goals, and help him identify common theme with Morgan Stanleys vision. The more aligned Parsons goal is with Morgan Stanleys, the more Parsons will feel being part of the team. Parson brings Morgan Stanley experience and talent in an area it needs improvement, and Morgan Stanley provides Parson the platform to utilize his skills and expand career horizon. The link between Parsons goals and Morgan Stanleys vision will help Parson take ownership of Morgan Stanleys vision greatly. Thirdly, I recommend forming a knowledge sharing community in Capital Market Services. Parson was consistently commended for his strong marketing knowledge and relationship management skills (Rob Parson, pp 95, 96, 97), both of which many employees lack. Other employees also have valuable experiences from different functions, which Larson was not open to listen before. Lessons learned and Lunch and Learn can both be examples of implementing the knowledge sharing.Gathering collective expertise and wisdom from employees will bring team closer, and add value to achieve Morgan Stanleys goal of becoming the worlds best investment bank (Rob Parson, p87). The process knowledge exchange will provide Parson more opportunities to interact with colleagues in a different environment, where everyones goals are aligned to enrich their knowledge base. First of all, get his buy-in of Morgan Stanleys culture. Before he went to work at Morgan Stanley, Parson knew that he was not the typical Morgan Stanley type (Rob Parson, p 90).I recommend that Nasr sit down with Parson, go over Parsons personal goals, and help him identify common theme with Morgan Stanleys vision. The more aligned Parsons goal is with Morgan Stanleys, the more Parson will feel be in the team. Second, I recommend that Nasr conduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an opportunity to increase the openness and appreciation of new style and idea among the team as well. To learn and understand more about each other, May be used as an opportunity to create syne rgy.