Wolfgang Keller's leadership and sales strategy at Konigsbrau-TAK
In the case, Wolfgang Keller at Königsbräu-TAK (A) by Jon N. Gabarro the dilemmas are presented of having a subordinate, Dmitri Brodsky entirely unsuited for the role of running sales at global brewery leader Königsbräu's Ukrainian subsidiary, Königsbräu-TAK A.E. Königsbräu's senior management team, the Vorstand however sees having him on staff as a benefit given his knowledge of the Ukrainian market, depth of experience relative to the younger staff members, and industry reputation as an expert in sales and distribution. These are all reasonable expectations for Königsbräu's Vorstand to have, yet in reality Mr. Brodsky is failing. The many conflicts he has with Wolfgang (Wolf) Keller, his lack of social interaction with customers, distributors, his own sales force and others is troubling. The industry is one that is fueled on trust, the most critical asset any commercial director has in their career and professional arsenal. Mr. Brodsky fails to realize that his lack of social interaction and cold, aloof manner are making him less and less trusted by his boss, his sales team reporting to him, distributors and the entire organization. In short, he is creating the ideal set of circumstances to get himself fired. If all this wasn't enough, he also vigorously defends his performance when there are example after example of it being less than optimum, showing a lack of self-awareness as well.
Critical thinking and decision-making for managers
Critical thinking is the rationally closely controlled process of aggressively and competently conceptualizing, applying, analyzing, synthesizing, and assessing information gathered from observation, experience,…