Case Study Green Mountain Resort

Green Mountain Case Study

Green Mountain Resort Case Study

Gunter is definitely a very charismatic and devoted leader. He is leading not only by example but through strong motivation. Clearly, Gunter is heavily invested in the project. He and the fellow former bankers bought the Green Mountain project in order to establish a community that they would feel proud living in. Gunter was even of the Green Mountain Resort group before the buy out. Although he had the opportunity to go to another, potentially more profitable resort, Gunter stayed out of devotion for the vision he had. Ultimately, Gunter is a leader with vision who wants to lead for the benefit of a community he envisions. Thus, he is not just leading straight out of a desire for profit, but for a desire to build a long lasting community that will thrive both in regards to financial and social endeavors. Gunter lived the dream and lifestyle that Green Mountain stood for. This makes him more relatable as a leader to the other staff members, but also to the potential buyers that he is aiming to attract. His devotion to his community is inspiring to both staff and potential home buyers.

Gunter then used this vision of a strong community that protects its own as a way to lead the company through the adjustments.

Gunter wanted to help reduce costs in order to avoid falling into the same pitfalls the resort fell into under the original management structure. The decisions Gunter made meant to help reduce costs related to turn over by making the job easier for employers. This meant streamlining training in order to make it easier for new candidates. Jobs were simplified as well, as were HR practices. However, this seemed to have unintended effects. What it did was make positions within the company too easy, which ultimately made it hard for good candidates to excel. No one was challenged and that meant that very few took the initiative needed in order to really step up and establish strong and innovative strategies that would help push the company towards greater success.

Ultimately, I would have called in a consultant much sooner in order to completely restructure the way that Green Mountain ran its operations. Clearly, the old way did not work, which ultimately resulted in the buy out in the first place. Gunter meant well with his strategies, but ultimately it was only going down the same path that led the company into trouble in the first place. He needed a fresh perspective in order to bring in new ideas and innovation that would come in and refresh the company strategy in a new and meaningful way. It took Gunter too long to turn to an outside source by calling in a consultant, which wasted valuable time that could have facilitated a faster and more efficient change. Additionally, I would not want to decrease opportunity for growth in order to help secure a better bottom line by reducing turn over. Yes, turn over is costly to the company, but it reduces internal potential for staff within the company. Thus, Gunter was ultimately tuning away potentially good candidates because of the changes he made. Rather than making the changes Gunter made, I would have taken a different perspective on how to handle the turn over problem. It is crucial to keep opportunity open within the company in order to attract the best candidates who want to grow with the company and are just as devoted as Gunter is. Rather, I would have used more challenging decisions in order to attract more capable employees who could help increase the level of innovation within company strategy creation.