This paper analyzes the problem in the Smith Financial Corporation case, proposes and evaluates alternatives to remedy it, selects one alternative, and explains how the solution will be reevaluated at a future checkpoint. It identifies emotional intelligence as a key factor in the failure of the current solution and as a necessity in the new solution.
Step 1: Recap and Analysis of Facts
This case discusses Frank Miller's brief tenure at Smith Financial Corporation and details the issues that he encountered with respect to alienating colleagues and employees of the firm (Bortlik, 2003, p. 54). Miller's quick move to overturn decisions previously made and his openness in countering prevailing thought and procedures made him some enemies, as did his propensity to treat people that disagreed with him with rudeness. Miller had technological expertise, but no emotional intelligence.
Miller was brought in because of his technical expertise, and that is what he exercised, but because significant changes were needed at Smith Financial, someone which a greater ability to handle people sensitively was needed in his position. Technical expertise alone-without emotional intelligence-was merely rocking the boat, not solving any problems. Miller's commanding style might be useful in an emergency, but in this situation it alienates staff (Goleman, 2006, p. 4).
Step 3: Identification of Problem Components
The main problem components were Smith Financial's heavy investment in inadequate technology, Lotus Notes; Miller's inability to convey technical knowledge in a manner that promotes both acceptance of the knowledge and respect for individuals; and the lack of a definitive plan for effecting the needed changes.
Step 4: Generation of Alternatives
There are a number of routes that Smith Financial can take with regard to the problems it faces. It
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