Rob Parson at Morgan Stanley

prominent the Balance of High-performance and High- none value oercharge pastor, a juvenile banker with toil much or less relationships with the beta players and a proven track record in the pecuniary services, do significant gains in building Morgan Stanleys written report and revenues in the financial services sector ( deplume government minister, pp. 90, 93). He has pure(a) marketing and mathematical product association, approaches and starts with clients brilliantly, and pursues the business aggressively and successfully ( overcharge parson, pp. 95, 96, 97).However, from the 360-degree evaluation, his soft skills do non appear to be as si red-hoty as his good ones. He needs to improve his inter personalized skills, discover and trust his colleagues, and conciliate to Morgan Stanleys organizational shade ( steal minister of religion, pp. 87, 93). Being a postgraduate performer, should subgenus Pastor be promoted to Managing theater director? I think non . first base of all, Managing Director needs to command respect for friendship and insight among raft both(prenominal) inside and outside the firm ( imbue curate, p 102).From the evaluation, instead of being open to oppo flummoxes ideas, rector unendingly thinks that he has the proper(ip) answer ( solicit government minister, p 91). molybdenum, Managing Director needs to prep ar highly developed organization skills ( snitch subgenus Pastor, p 102). black eye to the average score of 3. 80 for professional skills, curate was scored at totally 3. 13 for his worry skills (Rob subgenus Pastor, p 100). Without competent management skills, parson depart have difficulty communication with, motivating and empowering employees.Thirdly, the office to articulate departmental sights and strategies is an important responsibility of managing director (Rob curate, p 102). Coming from smaller investment banks, Parson kept the equal diddle style, which conflicted with Morgan S tanleys culture and norms(Rob Parson, p 91). He will not lead a dear example to employees in demonstrating Morgan Stanleys pile and strategy. In many organizations, there are high performers like Parson who works commodious as an individual, solely does not fit well in the organizations value system. twain performance and value are critical factors for the health of an organization. What are some of the ways to strike the balance between the deuce? First of all, farm performance by aligning organizational value with employees terminals. When Rob Parson was invited by Paul Nasr to join Morgan Stanley, he accepted the declare 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). earlier long, conflicts will surface and a series of problems will occur.How to minimize the misalignment? The organization needs to clearly give out its mission and mint statement to its employees. Then employees sho uld be instigated to invite similarities of their objects and the statement. If a respite exists, managers can work with employees to fall upon key characteristics of the both and find a customary ground. In Parsons case, because his personal vision is not aligned with Morgan Stanleys, he faced problems when workings 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 much(prenominal) effective working relationship and without doubt, his performance would have been greatly enhanced. Second way to chance upon the balance is to drive organizational value through and through sustained performance. Assessing employees skills, commit on training programs and fostering an environment for persisting improvement are strategies for a sustained performance. Rob Parson whitethorn not be ready to be promoted to Managing Director, but inevitably, he has great potent ials.What steps should be taken to make Parson a much effective drawing card? do something to utilize RPs energetic, entrepreneurial record that organ Stanley needful to penetrate the sector? _ First, I recommend that Nasr can Parson shaping 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 support Parson understand more about himself and others, while coaching can patron him reflect on discoveries from the feedback and make action plans for improvement.The existing 360-degree evaluation has provided actual basis, and Nasr can work together with Parson to explore unconscious headway behind legitimate behaviors and contend 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 characteristic Morgan Stanley image (Rob Parson, p 90), however, one does not hav e to be one particular type to share the aforementioned(prenominal) vision with the organization.I recommend that Nasr sit exhaust with Parson, go over Parsons personal goals, and help him identify common motive with Morgan Stanleys vision. The more aligned Parsons goal is with Morgan Stanleys, the more Parsons will feel being part of the group. Parson brings Morgan Stanley experience and endowment fund in an area it needs improvement, and Morgan Stanley provides Parson the program to utilize his skills and exsert career horizon. The link between Parsons goals and Morgan Stanleys vision will help Parson take will power of Morgan Stanleys vision greatly. Thirdly, I recommend forming a experience sacramental manduction 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. former(a) employees also have valuable experiences fro m different functions, which Larson was not open to see before. Lessons victimizeed 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 universes best investment bank (Rob Parson, p87). The wreak knowledge exchange will provide Parson more opportunities to interact with colleagues in a different environment, where everyones goals are aligned to amend 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 co nduct feedback session between him and his peers, encourage conversation to discuss conflicts and observations. Use this as an luck to increase the nudeness and appreciation of new style and idea among the team as well. To learn and understand 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 interpersona l 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). Co ming 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 strategy. 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 com municate 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 the 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 provide 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 on e 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 discu ss 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 synergy.